ERPN: Strategy (Topic)最新文献

{"title":"A Systematic Review on Leadership Styles in Small and Medium-Sized Enterprises","authors":"GATR Journals Submitter, Sharon Esther Anak Donny Sita, Nor Ashikin Mohd Nor","doi":"10.35609/jmmr.2021.6.3(2)","DOIUrl":"https://doi.org/10.35609/jmmr.2021.6.3(2)","url":null,"abstract":"Objective - The purpose of this paper is to conduct a systematic review of the leadership style practiced by leaders in small and medium-sized enterprises.\u0000\u0000Methodology/Technique - Following the protocol guidance known as the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) flowchart, a total of six articles were reviewed and analysed after meeting inclusion criteria and being deemed relevant to the goals of this paper.\u0000\u0000Findings - The results of the study suggested that the leadership styles of leaders in the context of small and medium enterprises are based on the following elements: 1) the background of an organization; 2) the characteristics of the leader; 3) the relationship between leader and followers; and 4) the position of the followers.\u0000\u0000Novelty - This paper contributes to the knowledge on leadership style in general, specifically in the context of small and medium-sized enterprises.\u0000\u0000Type of Paper - Review.\u0000\u0000Keywords: Leader; leadership style; PRISMA; small and medium-sized enterprises; systematic literature review.\u0000\u0000JEL Classification: L20, L29.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"218 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132146497","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The More Things Change, The More They Stay The Same: Demand-Side Responses to Economic Shocks","authors":"Eirik Sjåholm Knudsen, Lasse B. Lien, Bram Timmermans, Robert Wuebker","doi":"10.2139/ssrn.3878905","DOIUrl":"https://doi.org/10.2139/ssrn.3878905","url":null,"abstract":"When demand drops in an economic crisis, managers rely on an arsenal of demand-side responses to retain existing customers or attract new ones. However, some strategic responses are likely more effective than others. Furthermore, the most effective strategic response likely also depends on firm-specific characteristics that are often elided in theorizing and empirical work. We rely on a survey on strategic responses of Norwegian firms during the Great Recession and investigate demand-side responses of Norwegian CEOs. Findings indeed demonstrate that characteristics like the size of the demand shock and the pre-recession strategy determine demand-side responses during an economic recession.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128659402","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Towards a (Humble) Standard Social Value Metric","authors":"M. Masip","doi":"10.2139/ssrn.3819121","DOIUrl":"https://doi.org/10.2139/ssrn.3819121","url":null,"abstract":"In literature, several approaches have been adopted to define and measure the value that companies generate to society. However, none of this research lines have yet produced a metric that could be considered standard and social to measure and compare the social value generated for companies, regardless of their size, industry and geography. Our research aims to contribute in filling this gap. To do so, we try to grasp what corporate standard social value should represent and analyze how some prominent, previous lines of work in the field of economic and social value fit into it. Based on the study of these approaches, we build up a proposal of our own, that can provide useful information for primary stakeholders, beyond shareholders and financial analysts, upon which they can take action.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"543 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133453613","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Network Hiring, Firm Performance and Growth","authors":"Ines Black, Sharique Hasan","doi":"10.2139/ssrn.3571281","DOIUrl":"https://doi.org/10.2139/ssrn.3571281","url":null,"abstract":"Network hiring — i.e. the preference for hiring workers who are referred by existing employees or have shared affiliations with them — is a prevalent practice across many industries. Considerable research shows that hiring within a firm's network provides soft information about potential hires as well as informal mechanisms of control once they join a company. While research shows that in-network hires perform better, little is known about the firm-level performance implications and the associated trade-offs of this practice. In this article, we study the impact of network hiring by using data on the universe of firms in Portugal between 1994 to 2017. We find that network hiring appears to increase firm performance but at the expense of growth. Furthermore, network hiring seems to provide firms with information on intrinsic motivation traits of the candidates, rather than information on skills. We conclude with a discussion on how this practice should affect the strategy of firms, particularly young ones.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"41 2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123508058","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Moving Off NK Models' Local Peak: Introducing Structured Interaction Landscape Networks","authors":"J. Applegate, G. Hoetker","doi":"10.2139/ssrn.3685957","DOIUrl":"https://doi.org/10.2139/ssrn.3685957","url":null,"abstract":"The innovation of modeling firm search behavior using NK fitness landscapes is twenty years old, but despite the potential of this method its adoption remains sparse. This is likely be due to three reasons. First, many questions of current interest are not amenable to the classic NK model formulation, especially those involving the structure of interactions within firms. Second, rugged landscapes for larger N values are impossible to conceptualize. Third, generating landscapes of significant scale can be computationally intensive. We introduce and extend two innovations, the NM parametric formulation of fitness landscapes and the LON mapping of landscapes, that resolve these issues. The maximal order of interaction specification~(NM) greatly simplifies the landscape computational requirements as well as provides a straightforward, transparent and consistent method of defining interaction structure within a landscape with varying degrees of interaction~(K). We extend the NM specification by introducing the Structured Interaction NM~(SINM) specification. The local optima network~(LON) mapping of a landscape provides insights into landscape structure through a meaningful visualization of the entire landscape, as well as searchability metrics that allow for relevant comparisons between landscapes. By combining these innovations, we can directly structure the interactions in a landscape and then describe how this structure affects the landscape's searchability characteristics. We demonstrate that these searchability characteristics are different for structured and random landscapes, and furthermore that these characteristics actually represent differences in ease of search with a simple iterated search algorithm. We close by considering applications for the application of agent based models with strategic management.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-04-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116150196","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Boomerang CEOs: What Happens when the CEO Comes Back?","authors":"Christopher B. Bingham, Bradley E. Hendricks, Travis Howell, Kalin D. Kolev","doi":"10.2139/ssrn.3429244","DOIUrl":"https://doi.org/10.2139/ssrn.3429244","url":null,"abstract":"CEO successions represent critical junctures for firms. Although extant research explores the performance consequences resulting from different succession types, what remains unexplored is what hap...","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128714359","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Building a Sustainable Competitive Advantage for Multi-Level Marketing (MLM) Firms: An Empirical Investigation of Contributing Factors","authors":"Lee Siew Keong, Omkar Dastane","doi":"10.15722/JDS.17.3.201903.5","DOIUrl":"https://doi.org/10.15722/JDS.17.3.201903.5","url":null,"abstract":"Purpose - The purpose of this research is to investigate the factors contributing to sustainable competitive advantage for multi-level marketing (MLM) firms in Malaysia. The selected variables in this study are company image, product innovation, leadership, distributor rewards system and distributor training system.<br><br>Research design, data, and methodology - Quantitative research method is employed with collected sample size of 398 respondents using judgmental sampling technique. Normality and reliability test were performed in the first stage utilizing SPSS 22 and Confirmatory Factory Analysis (CFA) and variance analysis were obtained in the subsequent stage, following up with the overall fit of the measurement model, Structural Equation Model (SEM) using AMOS 22 with maximum likelihood estimation to assess the internal consistency, convergent validity and discriminant validity.<br><br>Results - The research findings show that company image, leadership, distributor rewards system and distributor training system were supported and are factors affecting the sustainable competitive advantage of MLM companies in Malaysia. However, in this study, product innovation was not supported but this result does not depict that it is trivial and inconsequential in maintain sustainable advantage.<br><br>Conclusion - Companies can build sustainable competitive advantage by focusing on these contributing factors. Several other comments and implications were brought to light and discussed in the paper.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134322039","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Entrepreneurship, Innovation and Strategic Foresight: How Entrepreneurs Engage the Future As Opportunity","authors":"A. Brown, B. Barnard","doi":"10.2139/ssrn.3295996","DOIUrl":"https://doi.org/10.2139/ssrn.3295996","url":null,"abstract":"This study investigates how entrepreneurs and innovators engage the future, and it reflects on how strategic foresight (also called futures studies) can contribute to innovation and entrepreneurship. The literature emphasizes the importance of planning for the future, but not much attention has been given to how entrepreneurs view, forecast and incorporate the future, and how this influences their innovation and creativity. The study found that entrepreneurs are disconnected from the future, and do not take it seriously. The future is mostly left to unfold, and it appears as a surprise. Entrepreneurs use simple methods to engage the future, and their understanding of it is vague. There is a lack of leadership and coordination around the future, and very little intervention around the future. Entrepreneurs recognize a general connection between the future and innovation, but they fail to see the relationship between innovation and futures studies. Futures studies are central to innovation, especially radical innovation, but entrepreneurs do not exploit it. Incremental innovation is predominant, and this leads to the conclusion that entrepreneurship is dysfunctional, to the extent that radical innovation is an important part of entrepreneurship and futures shaping. The study essentially surfaces a number of obscure philosophical positions regarding the relationship between entrepreneurship, innovation and the future.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-12-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128053261","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Control Versus Execution: Endogenous Appropriability and Entrepreneurial Strategy","authors":"Kenny Ching, J. Gans, Scott Stern","doi":"10.2139/ssrn.2946078","DOIUrl":"https://doi.org/10.2139/ssrn.2946078","url":null,"abstract":"This article considers the role of Rosenbergian uncertainty (i.e., economic uncertainties that arise after successful invention) in shaping appropriability for start-up innovators. Rather than assuming that the appropriability regime surrounding an innovation is exogenous, we focus on the endogenous choice entrepreneurs face between investing in ensuring control-based appropriability versus investing in the execution and operation of their fledgling businesses. Investment in execution allows entrepreneurs to advance more quickly than competitors, while control requires delays in commercialization. Control and execution are strategic substitutes, as they represent alternative paths to earning future rents. Because the size and likelihood of these rents are uncertain, entrepreneurs may be unable to rank these alternative paths in advance, and so their endogenous choice will be grounded in factors such as individual preferences, capabilities, or coherence with their overall entrepreneurial strategy. A subtle consequence is that the appropriability regime ultimately governing an innovation will be the result of the endogenous choices of the entrepreneur rather than more traditional environmental factors. Motivated by notable historical examples such as the invention and commercialization of the telephone, we explore these ideas by considering the choice of appropriability regime among a sample of academic entrepreneurs: within a sample of ventures that could have been developed by either faculty or students (or both), we find that faculty-led ventures are much more closely associated with formal intellectual property, student-led ventures are more rapid in their commercialization activities, and, relative to faculty-led ventures, student-led ventures display a trade-off between patenting and commercialization speed.","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"107 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132011537","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Barbara Lynch Gruppo: An Entrepreneurial Journey","authors":"Edward D. Hess","doi":"10.2139/ssrn.2974309","DOIUrl":"https://doi.org/10.2139/ssrn.2974309","url":null,"abstract":"BL Gruppo, a holding company that operated eight wildly acclaimed and highly rated restaurants, plus a catering operation, in Boston, Massachusetts was a culinary mini-empire that had continually achieved recognition as a great organization. The story of BL Gruppo was also two stories of two entrepreneurial journeys. One was the journey of Barbara Lynch, a high school dropout who, through hard work, self-education, perseverance, and entrepreneurial focus, became a world-class chef, and the other was the journey of someone with no formal business training who built a culinary business employing over 230 people and grossing close to $18 million in revenue. Now Lynch faced one of her biggest challenges: How to institutionalize her business to sustain the enjoyment of her regular customers and the opportunity for advancement by her employees, at the same time giving her management team and herself a chance to monetize and create wealth? And just as important: Should she keep directing her entrepreneurial zeal toward trying new business opportunities? \u0000Excerpt \u0000UVA-ENT-0189 \u0000Rev. Jun. 8, 2012 \u0000Barbara Lynch Gruppo: An Entrepreneurial Journey \u0000Barbara Lynch Gruppo (BL Gruppo) was a holding company that operated eight wildly acclaimed and highly rated restaurants, plus a catering operation, in Boston, Massachusetts. BL Gruppo's culinary mini-empire—award-winning French, Italian, seafood, pasta, and steak restaurants, one of the top bars in the United States, a butcher shop, a catering company, and a demonstration cooking class business—had continually achieved recognition as a great organization. But the story of BL Gruppo was actually two stories, of two entrepreneurial journeys. One was the journey of Lynch, a high school dropout and former numbers runner from the projects of South Boston who, through hard work, self-education, perseverance, and entrepreneurial focus, became a world-class chef. The other was the journey of someone with no formal business training who built a culinary business employing over 230 people and grossing close to $ 18 million in revenue. \u0000Lynch's personal story was about her dream and her struggle to fulfill it; her business story was about her growth as an entrepreneur, about making the transition from control freak to leader, building and inspiring teams, acknowledging her weaknesses, and attracting quality people to mitigate those weaknesses. With all of her success, she never lost touch with where she came from and who she was. She understood how fragile success was because, as she said, “I have to work kick-ass hard to stay good.” \u0000Now she faced what she considered one of her biggest challenges: How might she institutionalize her business to sustain the enjoyment expected by her regular customers and the opportunity for advancement by her loyal employees, while at the same time giving her management team and herself chance to monetize and create wealth? And just as important: Should she keep directing her entrepreneuria","PeriodicalId":145188,"journal":{"name":"ERPN: Strategy (Topic)","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114713666","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}