Long Range Planning最新文献

Towards purposeful strategic planning: A mixed research synthesis across disciplines 走向有目的的战略规划：跨学科的混合研究综合

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-07-05 DOI: 10.1016/j.lrp.2025.102563

Bert George

引用次数: 0

Multiple goal conflicts and exploratory innovation: Does alignment between team and organization help or hurt? 多目标冲突和探索性创新：团队和组织之间的一致性是有益还是有害？

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-06-27 DOI: 10.1016/j.lrp.2025.102562

Saeedeh Ahmadi , Tom Mom , Alexander Schmidt , Henk Volberda

{"title":"Multiple goal conflicts and exploratory innovation: Does alignment between team and organization help or hurt?","authors":"Saeedeh Ahmadi , Tom Mom , Alexander Schmidt , Henk Volberda","doi":"10.1016/j.lrp.2025.102562","DOIUrl":"10.1016/j.lrp.2025.102562","url":null,"abstract":"<div><div>This study examines the varying impacts of multiple goal conflicts on employees' exploratory innovative behaviors. Although innovation is vital for an organization's survival and competitive advantage, the simultaneous pursuit of other goals may create goal conflicts for employees: increasing pressure on their scarce resources, including time and cognitive capacity. While much of the existing research discusses goal conflicts in general or emphasizes their negative performance consequences, we extend this literature by theorizing about two distinct ways individuals may interpret goal conflicts—either as a trade-off (e.g., innovation vs. revenue) or as complementary (e.g., innovation vs. safety)—and how these interpretations affect exploratory innovation. Moreover, we theorize that team–organization alignment moderates these effects. Our findings, based on multilevel, multisource, time-lagged data from a large energy company, indicate that conflicts involving innovation goals do not uniformly impact employee exploratory behavior. Increasing levels of conflict between innovation and safety goals are associated with employees conducting more innovation activities, but the expected negative effect of innovation-revenue conflicts is insignificant. Moreover, in a context of high alignment the innovation-safety conflict triggers employees to innovate more; in contrast, for the innovation-revenue conflict it is the opposite. Our study offers important implications for the literature on multiple goal conflict and highlights the critical roles of employees and their alignment with senior leadership.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102562"},"PeriodicalIF":7.4,"publicationDate":"2025-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144515330","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Artificial Intelligence in Adaptive Strategy Creation and Implementation: Toward Enhanced Attentional Control in Strategy Processe 人工智能在自适应策略创造和实施中的应用：增强策略过程中的注意控制

IF 8.5 2区管理学

Long Range Planning Pub Date : 2025-06-17 DOI: 10.1016/j.lrp.2025.102561

Tomi Laamanen, Ann-Kristin Weiser, Georg von Krogh, William Ocasio

引用次数: 0

Breaking organizational paths for strategic renewal: Towards a dialectical perspective 打破组织路径实现战略更新：辩证视角

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-06-13 DOI: 10.1016/j.lrp.2025.102560

Catherine Archambault Janvier , Wim Van Lent , Jörg Sydow

{"title":"Breaking organizational paths for strategic renewal: Towards a dialectical perspective","authors":"Catherine Archambault Janvier , Wim Van Lent , Jörg Sydow","doi":"10.1016/j.lrp.2025.102560","DOIUrl":"10.1016/j.lrp.2025.102560","url":null,"abstract":"<div><div>Strategic renewal is key to organizations' long-term success, but may be difficult to achieve if they are locked into a particular action path. Unfortunately, breaking organizational paths remains somewhat elusive due to a binary opposition in the strategic renewal literature between path breaking and path dependence, which hampers more complex process theorization. Asking what roles path breaking and path dependence exactly play in strategic renewal, we perform an in-depth case study of path-breaking interventions at fashion retailer Kiabi. This firm gradually moved from a path of disintegrative to integrative collaborative alignment between departments, whereby adaptive expectations regarding others’ willingness to collaborate gradually improved. Chiefly, we find that strategic renewal is a function of two concurrent dialectics: 1) between path-breaking interventions and relapses into old path-dependent tendencies; and 2) between initiatives by upper management and their firm-wide implementation. We contribute to the literature by demonstrating that organizational path dependence, through managerial reflection and action, can be integral to path breaking, and, more broadly, strategic renewal. Furthermore, we extend common notions of managerial agency in path breaking by highlighting the involvement of various hierarchical layers, while, paradoxically, we relax the strong assumption of managerial agency that exists in studies on open strategy.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102560"},"PeriodicalIF":7.4,"publicationDate":"2025-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144304928","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Scalability in incumbent firms: The case of Nvidia 现有公司的可扩展性：以英伟达为例

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-06-02 DOI: 10.1016/j.lrp.2025.102540

Ferran Vendrell-Herrero , Yancy Vaillant , Oscar F. Bustinza

{"title":"Scalability in incumbent firms: The case of Nvidia","authors":"Ferran Vendrell-Herrero , Yancy Vaillant , Oscar F. Bustinza","doi":"10.1016/j.lrp.2025.102540","DOIUrl":"10.1016/j.lrp.2025.102540","url":null,"abstract":"<div><div>Scalability refers to the organizational capabilities required to facilitate a smoother and faster scaling process. Although it is usually associated with new ventures, this study explores how established firms can also create conditions conducive to scalability. We address this question by applying an inductive, narrative-based approach to a longitudinal, single-case study of Nvidia Corporation, a company founded in 1993 that since 2006 has undergone a profound transformation driven by the AI revolution. This case study draws on digital archives, including objective accounting information on Nvidia and its direct competitors, extensive company reports, pedagogical case studies, corporate biographies, and 464 min of recorded documentaries and interviews featuring the company's CEO. We use these sources to develop a multi-phase theoretical model outlining how established organizations can foster scalability. The model encompasses value recognition driven by systemic industry transitions, organizational adaptability, strategic renewal, and scalability, thus offering a structured framework for understanding how incumbent firms can cultivate the necessary conditions for successful scaling.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102540"},"PeriodicalIF":7.4,"publicationDate":"2025-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144222315","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Strategic governance of blockchain platforms: From centralized to open source control systems 区块链平台的战略治理：从集中式控制系统到开源控制系统

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-05-30 DOI: 10.1016/j.lrp.2025.102539

Juan Santalo , Igor Filatotchev

引用次数: 0

Why some are less willing to share: Competitive domains and knowledge transfer in multi-unit organizations 为什么有些人不愿意分享：多单位组织中的竞争领域和知识转移

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-05-29 DOI: 10.1016/j.lrp.2025.102537

Ulf Andersson , Gabriel R.G. Benito , Randi Lunnan , Sverre Tomassen

{"title":"Why some are less willing to share: Competitive domains and knowledge transfer in multi-unit organizations","authors":"Ulf Andersson , Gabriel R.G. Benito , Randi Lunnan , Sverre Tomassen","doi":"10.1016/j.lrp.2025.102537","DOIUrl":"10.1016/j.lrp.2025.102537","url":null,"abstract":"<div><div>In multi-unit organizations, such as multinational corporations (MNCs), knowledge developed in one business unit can greatly benefit the performance of another. However, employees and managers compete with others within intraorganizational competitive domains for resources, which may affect the willingness to share knowledge. We conceptualize the multi-unit organization as having multiple competitive domains depending on the main source for resource endowments for the knowledge-sharing actors. Our study draws on data from two surveys done in a global division of an MNC, comprising data from 342 individuals nested in 68 different units, across 24 countries. Our results show that social integration among individuals in different competitive domains boosts knowledge transfer between units, while social integration between individuals within the same competitive domain hampers knowledge transfer. These findings suggest that there is a different and darker side to social integration in multi-unit organizations than the previously established positive side leading to increased knowledge transfer. Our findings show that the willingness to share knowledge also depends on the internal competition for resources between the knowledge-sharing actors.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102537"},"PeriodicalIF":7.4,"publicationDate":"2025-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144196029","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Practice the purpose preach! Experimental evidence on the effect of corporate purpose on workers' willingness to go the extra mile 实践目的说教！企业目标对员工多付出努力意愿影响的实验证据

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-05-25 DOI: 10.1016/j.lrp.2025.102536

Nikolai Brosch

引用次数: 0

Descendant CEOs and cross-border acquisitions in family firms: The moderating role of family involvement 家族企业ceo后裔与跨国收购：家族参与的调节作用

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-05-23 DOI: 10.1016/j.lrp.2025.102538

Kinshuk Saurabh , Vikas Kumar

引用次数: 0

Strategies for addressing customers’ adaptation problems in the healthcare ecosystem 解决医疗保健生态系统中客户适应问题的策略