Long Range Planning最新文献

{"title":"How does digital new venture's customer orientation enhance strategic agility? The roles of strategic learning","authors":"Runping Guo ,&nbsp;Peng Lu ,&nbsp;Jing Zhang ,&nbsp;Ziqing Feng","doi":"10.1016/j.lrp.2025.102527","DOIUrl":"10.1016/j.lrp.2025.102527","url":null,"abstract":"<div><div>The existing literature highlights the importance of customer orientation in enhancing strategic agility. However, certain studies have highlighted the adverse effects of customer orientation, particularly for resource-limited digital new ventures. This study aims to reconcile these divergent views by differentiating strategic agility into two dimensions: entrepreneurial agility and adaptive agility. This study attributes the varying effects of customer orientation on these two types of strategic agility to different mediating roles of strategic learning. While strategic learning enhances entrepreneurial agility, it has an inverted U-shaped impact on adaptive agility. Furthermore, the study suggests that market turbulence moderates the effects of customer orientation. Survey data from Chinese digital new ventures supports the hypotheses. This research contributes to the agility literature by proposing strategic learning as an internal mechanism through which customer orientation influences strategic agility. It also highlights the impacts of external environmental conditions. The theoretical framework provides a harmonious explanation for the contrasting effects of customer orientation, offering valuable managerial insights for improving strategic agility.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102527"},"PeriodicalIF":7.4,"publicationDate":"2025-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143738030","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}

{"title":"Scratching the surface: Multinational enterprises and federalist political systems","authors":"Christopher A. Hartwell ,&nbsp;Ziko Konwar ,&nbsp;Timothy M. Devinney","doi":"10.1016/j.lrp.2025.102526","DOIUrl":"10.1016/j.lrp.2025.102526","url":null,"abstract":"<div><div>In this perspective piece, we stress the importance of intra-country institutional variance. Building on recent advances on sub-national political institutions and our own ongoing work, we focus on federal political systems and how they exert influence on the strategic decisions of MNEs – particularly in foreign location strategy.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102526"},"PeriodicalIF":7.4,"publicationDate":"2025-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143697629","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Enhancing digital transformation in SMEs: The dynamic capabilities of innovation intermediaries within ecosystems","authors":"Shahid Hafeez ,&nbsp;Khuram Shahzad ,&nbsp;Muthu De Silva","doi":"10.1016/j.lrp.2025.102525","DOIUrl":"10.1016/j.lrp.2025.102525","url":null,"abstract":"<div><div>While the dynamic capabilities framework discusses the sensing, seizing, and transformation capabilities of organisations, we lack knowledge of the specific dynamic capabilities of intermediaries that support collaborations leading to the digital transformation of small and medium enterprises (SMEs). The specific role of intermediaries supporting collaboration between SMEs and the ecosystem, the unique barriers confronted by SMEs, and the long-term focus required for digital transformation suggest that intermediaries should deploy specific dynamic capabilities. By conducting in-depth interviews with innovation intermediaries, SMEs, and other ecosystem actors in the Ostrobothnia region of Finland, we make three original contributions to the dynamic capability framework. First, while the literature has discussed spotting opportunities and bringing partners together as <em>sensing</em> dynamic capability, we make an original contribution by demonstrating the ‘<em>ancillary opportunity spotting capability</em>’ of intermediaries. This includes intermediaries spotting opportunities to develop digital technologies to address business, environmental, or social challenges of ecosystem actors (e.g. developing carbon-neutral solutions) where SME digital transformation is only indirectly achieved: hence, this is described as an ancillary opportunity. Second, while the literature has discussed that the <em>seizing</em> capability involves exploiting opportunities by using resources, we identified that intermediaries leverage ‘<em>business model co-creation capability</em>’ for seizing. This predominantly consists of them co-creating – with the stakeholders of SMEs (i.e. customers, suppliers, and competitors) – the business models of SMEs for digital transformation. Third, as a <em>transformation</em> capability, intermediaries leverage ‘<em>ecosystem revamping capability</em>’ for continued and scaled-up SME digital transformation, the capabilities associated with which include altering opportunity and ecosystem structures, bridging inter-ecosystem collaborations, and deploying international best practices. Our finding has implications for intermediaries, SMEs, and policymakers keen to enhance SME digital transformation by enabling intermediaries to develop required dynamic capabilities.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102525"},"PeriodicalIF":7.4,"publicationDate":"2025-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143629054","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Top management teams hierarchical structures: An exploration of multi-level determinants","authors":"Aras Can Aktan ,&nbsp;Fabrizio Castellucci","doi":"10.1016/j.lrp.2025.102515","DOIUrl":"10.1016/j.lrp.2025.102515","url":null,"abstract":"<div><div>Although the role structure of top management teams (TMT) is a relevant topic in strategic leadership research, the hierarchical structure of TMTs still needs to be explored. In this study, we conduct an exploratory analysis to understand better how TMTs are hierarchically structured and what drives different hierarchical configurations across TMTs. Our empirical analysis of 260 Standard &amp; Poor firms between 2007 and 2018 offers unique insights. Primarily, we discover that even though TMT sizes remained constant between the years of observation, they became less hierarchical in structure, meaning that TMTs became relatively flatter. Moreover, we find that several factors related to CEO characteristics, strategic leadership, corporate governance, and firm and environmental conditions drove the changes in the hierarchical structure of TMTs. These combined empirical insights call for nuanced theoretical explanations of TMT hierarchical structures. We contribute to the TMT literature mainly by highlighting the development of different TMT hierarchical structures and providing new insights into their determinants.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102515"},"PeriodicalIF":7.4,"publicationDate":"2025-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143479172","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}

{"title":"Executive training as a turning point in strategic renewal processes☆","authors":"Pasi Nevalainen ,&nbsp;Juha-Antti Lamberg ,&nbsp;Jarmo Seppälä ,&nbsp;Pekka Mattila","doi":"10.1016/j.lrp.2025.102510","DOIUrl":"10.1016/j.lrp.2025.102510","url":null,"abstract":"<div><div>Turning points—periods when firms shift their strategic trajectory—are central to the literature on strategic renewal. This study advances theoretical understanding by examining how executive training, a potential component of turning points, serves as a platform for constructing future trajectories. We investigate how such programs catalyze renewal by enabling firms to transition from one historical trajectory to another. Through an in-depth qualitative analysis of corporate archives, we find that the transformative effects of executive training hinge on power dynamics among organizational coalitions and the program's ability to challenge entrenched trajectories while inspiring new possibilities. Executive training creates temporal spaces where envisioning a future strategic direction requires both stigmatizing the existing trajectory and conceptualizing an alternative path forward. These programs are not neutral. Instead, they are shaped by power struggles that influence their content and objectives. Executives can strategically leverage training to steer broader renewal efforts, reframe perceptions of the firm's past, and articulate a vision for its future. In this way, executive training emerges as a critical tool not only for capability development but also for driving fundamental strategic transformations.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 2","pages":"Article 102510"},"PeriodicalIF":7.4,"publicationDate":"2025-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143429241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"From start to stardom: The impact of resource allocation strategies on new venture survival and growth","authors":"Matteo Cristofaro ,&nbsp;Ivo Hristov ,&nbsp;Riccardo Cimini ,&nbsp;Dan Lovallo","doi":"10.1016/j.lrp.2025.102513","DOIUrl":"10.1016/j.lrp.2025.102513","url":null,"abstract":"<div><div>An enduring question in the survival and growth of new ventures literature is why some start-ups secure survival while others fail, and why certain nascent firms achieve rapid growth in the ensuing years while many stagnate. This study investigates how conservative and aggressive resource allocation strategies impact these outcomes. By analyzing 44,559 firm-year observations in Italy from 2011 to 2019, we find that the more aggressive the resource allocation strategies—i.e., allocating a larger share of total assets to non-financial resources—the greater the likelihood of survival in the early phase. The same holds true during the growth phase, where ventures that continue adopting aggressive resource allocation strategies significantly increase their chances of becoming high-growth firms. Additional analysis highlights the critical role of plant, property, and equipment in influencing these outcomes. We also demonstrate that past resource allocation strategies exert a path-dependence effect. This underscores the importance of early-stage decisions in shaping a venture's long-term growth trajectory, as the more aggressive the resource allocation during the survival phase, the higher the likelihood of transitioning into a high-growth firm in later stages.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 2","pages":"Article 102513"},"PeriodicalIF":7.4,"publicationDate":"2025-02-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143429396","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Persistence in mobile app ecosystems: App longevity via updates and the role of complementor specialization","authors":"Oleksandr Tsaruk","doi":"10.1016/j.lrp.2025.102514","DOIUrl":"10.1016/j.lrp.2025.102514","url":null,"abstract":"<div><div>Digital platform app developers (i.e., <em>complementors</em>) must maintain a high pace of change in their apps to secure their survival in a platform's dynamic competitive context. However, not all app design changes help extend an app's survival time on the platform. Complementors can employ platform-specific competitive logic by updating their apps with new features that utilize network effects, such as introducing connectivity between focal app users and interconnectivity with the users of different apps. To increase our understanding of the effect of app updates on app longevity, I theorize that app updates are competitive technology actions that can employ a winner-take-all competitive logic at the complementor app level if they introduce app features that utilize network effects. Complementor specialization is known to attenuate app longevity. However, this strengthens the positive effect of app updates on app longevity. Support for these hypotheses was found in a panel dataset comprising three million Android applications observed on the Google Play Store. This study contributes to the growing body of research on app level competition on digital platforms by investigating app longevity and the role of complementor specialization. It advances a longevity strategy for complementors' apps by utilizing the network effects in complementors' apps and their specialization.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 2","pages":"Article 102514"},"PeriodicalIF":7.4,"publicationDate":"2025-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143510825","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}

{"title":"Time and MNE strategy: Managing temporal misalignments in global value chains","authors":"Peter J. Buckley ,&nbsp;Thomas D. Craig ,&nbsp;Ram Mudambi","doi":"10.1016/j.lrp.2025.102511","DOIUrl":"10.1016/j.lrp.2025.102511","url":null,"abstract":"<div><div>Multinational enterprises (MNEs) operate in a complex environment characterized by the interplay of macro factors from the external environment and firm-specific micro factors. Both sets of factors have important temporal elements, specifically industry clock speed at the macro level and firm activity duration at the micro level. We argue that the temporal alignment of these factors has a crucial effect on firm performance. We explore the theoretical foundations of this phenomenon and propose the concept of temporal coupling as a mechanism for resolving temporal misalignments. Temporal coupling is defined as the ability of an MNE to effectively synchronize its internal processes with external temporal rhythms. The effective implementation of temporal coupling is a higher-order adaptive capability that provides competitive advantage in global value chain organization.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 2","pages":"Article 102511"},"PeriodicalIF":7.4,"publicationDate":"2025-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143395247","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}

{"title":"Predicting acquisition specific goodwill write-downs","authors":"Gonzalo Molina-Sieiro ,&nbsp;Steve Lim ,&nbsp;David R. King ,&nbsp;Michael A. Hitt","doi":"10.1016/j.lrp.2025.102512","DOIUrl":"10.1016/j.lrp.2025.102512","url":null,"abstract":"<div><div>When managers anticipate synergy gains from an acquisition, they may pay more for target firm assets than their fair value, creating goodwill on an acquiring firm's balance sheet. If synergy is not subsequently realized and the fair value of goodwill falls below its book value, goodwill write-downs result from annual impairment tests. Managers and investors may be able to avoid value destroying acquisitions if goodwill write-downs can be predicted from information at acquisition completion. We use purchase price allocation information from SEC 10-K filings to evaluate goodwill write-downs of prior acquisitions. For a sample of 421 U.S. acquisitions with a subset of 49 that experienced deal-specific goodwill write-downs, we find that firms acquiring target firms with larger relative size are more likely to experience goodwill write-downs. However, this effect is mitigated when a target firm's value resides in identifiable intangible assets (e.g., brands and patents), suggesting acquirers may have private information about intangible asset combinations. Implications for management research and practice, as well as government policy are discussed.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 2","pages":"Article 102512"},"PeriodicalIF":7.4,"publicationDate":"2025-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143376694","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}

{"title":"Boon or bane of open value creation: The impact of business model design and relational trust on competitive advantage","authors":"Sebastian Brenk ,&nbsp;Christian Burmeister ,&nbsp;Kathleen Diener ,&nbsp;Dirk Lüttgens","doi":"10.1016/j.lrp.2025.102507","DOIUrl":"10.1016/j.lrp.2025.102507","url":null,"abstract":"<div><div>Increasing digitization and global interconnectedness provide firms with new opportunities for openness in value creation, generating new sources of competitive advantage. We investigate the competitive advantage of open value creation (OVC) and the influencing role of novelty- and efficiency-oriented business model (BM) designs as unique logics of guiding collaborations to access and utilize external resources for value creation. We further examine the role of trust in such collaborative relationships to navigate the relational uncertainties in boundary-spanning transactions within BMs. Based on a survey study with secondary data triangulation, we investigate how companies gain competitive advantage through OVC by adopting an appropriate BM design and relational governance of trust in partners. Our results prove a positive effect of openness in value creation on competitive advantage while the strength of this positive effect is moderated by the BM design and relational trust. Our paper provides guidance on managing openness in value creation under the divergent designs of BMs and relational trust.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 2","pages":"Article 102507"},"PeriodicalIF":7.4,"publicationDate":"2025-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143510820","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}