Long Range Planning最新文献

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 8.5 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":"https://doi.org/10.1016/j.lrp.2025.102560","url":null,"abstract":"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.","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"14 1","pages":""},"PeriodicalIF":8.5,"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

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-05-19 DOI: 10.1016/j.lrp.2025.102535

Dennis van Kampen , Hans Berends , Fleur Deken

引用次数: 0

Patent citations and acquisition premiums: A screeningperspective 专利引用与收购溢价：一个筛选视角

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-05-03 DOI: 10.1016/j.lrp.2025.102534

Manjot S. Bhussar , Brian C. Fox , Sergio Grove

引用次数: 0

Sustaining authenticity while enabling adaptation: Discursively navigating strategy-identity tensions over time 在适应的同时保持真实性：随着时间的推移，话语导航策略-身份紧张

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-05-01 DOI: 10.1016/j.lrp.2025.102533

Bart De Keyser , Ann Langley

{"title":"Sustaining authenticity while enabling adaptation: Discursively navigating strategy-identity tensions over time","authors":"Bart De Keyser , Ann Langley","doi":"10.1016/j.lrp.2025.102533","DOIUrl":"10.1016/j.lrp.2025.102533","url":null,"abstract":"<div><div>Over time, environmental pressures may push organizations to engage in strategic actions that diverge from their foundational identity claims. In such circumstances, organizations experience tensions between pressures for authenticity on the one hand, and pressures for adaptiveness on the other. Such pressures are likely to be of particular importance for organizations that have historically laid claim to a strong social mission. Drawing on a longitudinal study of a large cooperative financial services organization, this study examines how leaders discursively navigate strategy-identity tensions when strategic actions appear inconsistent with historically valued identity attributes. We identify three types of discursive practices leaders may engage in to navigate strategy-identity tensions: (i) pacing; (ii) sensegiving; and (iii) revising. In so doing, we show how leaders may work to enable strategic actions that might be perceived as contrary to key organizational identity attributes, with each of the practices serving different and complementary roles. At the same time, we show how successive recalibrations of the grounds for authenticity enacted in practices of pacing, sensegiving and revising can result in claims of organizational distinctiveness that while continued and insistent, could also become increasingly contestable.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102533"},"PeriodicalIF":7.4,"publicationDate":"2025-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143947713","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

A review of cognitive biases in strategic decision making 战略决策中的认知偏差研究综述

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-04-25 DOI: 10.1016/j.lrp.2025.102529

Devaki Rau , Philip Bromiley

{"title":"A review of cognitive biases in strategic decision making","authors":"Devaki Rau , Philip Bromiley","doi":"10.1016/j.lrp.2025.102529","DOIUrl":"10.1016/j.lrp.2025.102529","url":null,"abstract":"<div><div>This paper presents an integrative review of empirical research (2000–2023) on cognitive biases that affect decision makers in established organizations as they make strategic decisions. We examine patterns in the measures, antecedents, and outcomes of two broad categories of biases: systematic biases that operate similarly across individuals (e.g., overconfidence, escalation of commitment, loss aversion, and myopic loss aversion), and idiosyncratic biases that depend on the decision maker's experience and past interactions (e.g., myopia and local search bias). We also distinguish between findings with strong empirical evidence and those with less empirical support. Our review indicates researchers measure both types of bias using one or more of three broad approaches: assuming or inferring the bias, measuring it directly, and experimentally manipulating the bias and observing its effects. We find strong empirical support for firm ownership, performance or performance relative to aspirations, and CEO compensation and wealth as antecedents to loss aversion and myopic loss aversion. We also find that loss aversion has strong but mixed effects on outcomes such as diversification or internationalization, acquisitions, R&D intensity or investments, and risk taking. Findings with less empirical support include, among others, mostly mixed effects of loss aversion and framing on innovation, mostly positive effects of overconfidence on innovation and risk taking, and negative effects of overconfidence on corporate social responsibility, performance, and forecasting. Based on our findings, we discuss the challenge of identifying and measuring a bias in a way that is relevant to strategic management and suggest directions for future research.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102529"},"PeriodicalIF":7.4,"publicationDate":"2025-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143882571","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