Long Range Planning最新文献_第2页

Managing open strategy in public-private sector business model innovation: Closing to open and opening to close as intertemporal dualities 公私部门商业模式创新中的开放战略管理：从封闭到开放和从开放到封闭的跨期二元性

IF 6.3 2区管理学

Long Range Planning Pub Date : 2026-02-01 Epub Date: 2026-01-12 DOI: 10.1016/j.lrp.2026.102606

John D. Nicholson , Philip H. Coombes , Adam Lindgreen

{"title":"Managing open strategy in public-private sector business model innovation: Closing to open and opening to close as intertemporal dualities","authors":"John D. Nicholson , Philip H. Coombes , Adam Lindgreen","doi":"10.1016/j.lrp.2026.102606","DOIUrl":"10.1016/j.lrp.2026.102606","url":null,"abstract":"<div><div>Approaches to the management of strategic openness in organizations remain poorly understood. This article presents a large-scale qualitative, longitudinal study into a pioneering public-private sector business model innovation in the UK. By synthesizing insights from literatures on open strategy, open innovation, and open business models, the article reveals the practices in establishing a public-private sector business model. Challenging the simplistic assumption that more openness is inherently beneficial, recent scholarship has called for a constitutive view of open strategy - one that recognizes openness as existing in tension with closure. In this view, strategic openness includes navigating open-closed paradoxes through deliberate practices of ‘opening to close’ and ‘closing to open’. These practices raise critical strategic questions about when and where it is ideal to open and to close. To address this dynamic paradox, by adopting a longitudinal qualitative single case study design incorporating three co-located organizations as embedded units of analysis, we introduce a framework that unpacks openness and closure through the sub-dimensions of transparency versus secrecy and inclusivity versus exclusivity. The sub-dimensions are further analyzed in relation to value creation and value capture in business model innovation. Finally, the article presents a novel methodological framework that combines phenomena construction, abductive theorizing, and pattern matching to develop research questions grounded in large longitudinal data sets.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"59 1","pages":"Article 102606"},"PeriodicalIF":6.3,"publicationDate":"2026-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145956947","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

The adaptive capacity of stakeholder-oriented firms with social purpose vis-à-vis shareholder primacy firms: A comparative assessment 具有社会目的的利益相关者导向企业对-à-vis股东至上企业的适应能力：比较评估

IF 6.3 2区管理学

Long Range Planning Pub Date : 2026-02-01 Epub Date: 2025-11-29 DOI: 10.1016/j.lrp.2025.102592

Kerstin Neumann , Emanuele L.M. Bettinazzi , Joseph T. Mahoney , Peter Snoeren , Maurizio Zollo

引用次数: 0

Target CEO’s optimism, acquisition pricing and completion 目标CEO的乐观态度，收购定价和完成

IF 6.3 2区管理学

Long Range Planning Pub Date : 2025-12-01 Epub Date: 2025-10-05 DOI: 10.1016/j.lrp.2025.102585

Sergio Grove , Mengge Li , Miguel A. Ramos , Manjot Bhussar , Jinxin Yang

引用次数: 0

Does big three ownership affect the strategic propensity to reinvest or distribute cash flow? Evidence from the UK and Sweden 三巨头的所有权是否会影响再投资或分配现金流的战略倾向？来自英国和瑞典的证据

IF 6.3 2区管理学

Long Range Planning Pub Date : 2025-12-01 Epub Date: 2025-11-19 DOI: 10.1016/j.lrp.2025.102590

Andreas Jansson , Ulf Larsson-Olaison , Jeroen Veldman

{"title":"Does big three ownership affect the strategic propensity to reinvest or distribute cash flow? Evidence from the UK and Sweden","authors":"Andreas Jansson , Ulf Larsson-Olaison , Jeroen Veldman","doi":"10.1016/j.lrp.2025.102590","DOIUrl":"10.1016/j.lrp.2025.102590","url":null,"abstract":"<div><div>The recent rise of index-based investors has led to substantially more concentrated share ownership around the world. This paper studies the ascent of the “Big Three” – Vanguard, Blackrock, and State Street – as major shareholders in the UK and Sweden between 2005 and 2019. More specifically, we address the issue of how the rise of these investors affects the corporate strategic propensity to reinvest or distribute cash flow to shareholders and whether this influence is contingent on national differences in corporate governance. We document how the rise of the Big Three is associated with an increasing strategic propensity for distribution at the expense of reinvestment. This effect is significantly greater in Sweden, where corporate governance institutions have historically developed to support active ownership by controlling shareholders, than in the UK, where corporate governance institutions have developed to support a more market-based model. Both the link between increasing strategic propensity for distribution associated with the Big Three and the effect of the institutional context in which the Big Three operate contribute to ongoing discussions on the extent and nature of the influence of passive index funds on firms’ strategies and on the role that corporate governance institutions play as boundary conditions for shareholder influence.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 6","pages":"Article 102590"},"PeriodicalIF":6.3,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145575681","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

Who sits at the table? LinkedIn exposure shapes managers’ situated attention and strategic preferences 谁坐在桌子旁？在LinkedIn上的曝光会影响管理者的定位注意力和战略偏好

IF 6.3 2区管理学

Long Range Planning Pub Date : 2025-12-01 Epub Date: 2025-10-16 DOI: 10.1016/j.lrp.2025.102586

Christoph Brielmaier , Moritz Reis , Martin Friesl , Roland Pfister

{"title":"Who sits at the table? LinkedIn exposure shapes managers’ situated attention and strategic preferences","authors":"Christoph Brielmaier , Moritz Reis , Martin Friesl , Roland Pfister","doi":"10.1016/j.lrp.2025.102586","DOIUrl":"10.1016/j.lrp.2025.102586","url":null,"abstract":"<div><div>The Attention-Based View emphasizes that the social and material features of managerial situations have a crucial impact on the prioritization of issues and on how decision-makers select strategic answers to resolve these issues. This involves communication channels that guide the availability and salience of information in particular situations. One key situational feature of today's organizations is social media. Social media such as LinkedIn has a profound strategic impact on firms and increasingly shapes the context of strategy work. Yet, we still know little about how it affects individual managers and their situated attention. We conducted a preregistered experiment (N = 138) that simulated managerial LinkedIn use, as well as qualitative interviews (N = 18) with managers. We observed that the exposure to LinkedIn significantly influenced participants' strategic preferences. This effect remained stable when controlling for individual factors such as experience with strategy work and LinkedIn use, yet it strongly increased for senior-level managers, rendering these influences particularly meaningful for firm-level outcomes. Qualitative evidence suggests that this effect is due to the material reconfiguration of situated managerial attention driven by (1) the ubiquity of communication channels, (2) the consequential expansion of attentional boundaries, and (3) salience through emerging attention regulators. Together, our quantitative and qualitative findings advance the ABV by theorizing how LinkedIn materially reconfigures situated attention in today's strategy work.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 6","pages":"Article 102586"},"PeriodicalIF":6.3,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145362727","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

Horizontal acquisitions and rival stock returns: A competitive dynamics perspective 横向收购和竞争对手的股票回报：竞争动态的视角

IF 6.3 2区管理学

Long Range Planning Pub Date : 2025-12-01 Epub Date: 2025-10-01 DOI: 10.1016/j.lrp.2025.102583

Dimitrija Kalanoski , Goce Andrevski , Kamyar Goudarzi , Danny Miller

{"title":"Horizontal acquisitions and rival stock returns: A competitive dynamics perspective","authors":"Dimitrija Kalanoski , Goce Andrevski , Kamyar Goudarzi , Danny Miller","doi":"10.1016/j.lrp.2025.102583","DOIUrl":"10.1016/j.lrp.2025.102583","url":null,"abstract":"<div><div>We investigate how horizontal acquisitions—deals involving direct competitors—affect the stock returns of uninvolved rivals. While previous research has primarily focused on relatively static industry and deal characteristics to assess an acquisition's impact on rival stock performance, we highlight the role of competitive behavior, which is unique to each acquirer and rival, evolves over time, and provides timely, and credible cues to investors. Specifically, we examine two key attributes of competitive behavior—action aggressiveness and action effectiveness—which can provide insights into how acquirers and rivals will behave post-acquisition. Analyzing a sample of 170 large horizontal acquisitions in the manufacturing sector from 2001 to 2014, we find that rivals experience positive stock returns at the announcement of such deals when acquirers are aggressive but perceived as lacking action effectiveness or when the rivals themselves are perceived to be highly effective. Conversely, when acquirers are perceived as both aggressive and effective, rivals incur negative returns. By shifting the focus to acquirers' competitive behavior, our study provides new insights into how horizontal acquisitions shape market reactions and rival stock returns.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 6","pages":"Article 102583"},"PeriodicalIF":6.3,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145267244","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

Creating high-quality innovations in China: The role of political ties and formal institutions 在中国创造高质量的创新：政治关系和正式制度的作用

IF 6.3 2区管理学

Long Range Planning Pub Date : 2025-12-01 Epub Date: 2025-09-04 DOI: 10.1016/j.lrp.2025.102572

Fei Jia , Junjie Hong , Chengqi Wang , Alan Au Kai Ming

{"title":"Creating high-quality innovations in China: The role of political ties and formal institutions","authors":"Fei Jia , Junjie Hong , Chengqi Wang , Alan Au Kai Ming","doi":"10.1016/j.lrp.2025.102572","DOIUrl":"10.1016/j.lrp.2025.102572","url":null,"abstract":"<div><div>Firms in emerging economies, such as China, are increasingly prioritizing high-quality technological innovations to boost global competitiveness. While the role of executive political ties in enhancing firms' innovation performance is well-documented, their specific contribution to fostering high-quality technological innovations remains underexplored. This study investigates how political ties influence innovation quality in China and analyses how certain firm- and region-specific institutions shape their effectiveness. Drawing on a sample of Chinese manufacturing firms, the findings reveal that political ties enhance high-quality innovations by offering financial, technological, and market-specific advantages. However, their effect is significantly moderated by formal institutions such as business group affiliation, foreign ownership, and region-level intellectual property rights (IPR) enforcement, which diminish firms’ reliance on political ties. These findings contribute to a nuanced understanding of the interplay between informal networks and formal institutions in driving innovation quality in emerging economies.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 6","pages":"Article 102572"},"PeriodicalIF":6.3,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145027606","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

Fooled by the hype? The influence of technology hype on acquisition premiums in digital M&As 被炒作愚弄了？数字并购中技术炒作对收购溢价的影响

IF 6.3 2区管理学

Long Range Planning Pub Date : 2025-12-01 Epub Date: 2025-11-12 DOI: 10.1016/j.lrp.2025.102589

Sebastian Firk , Yannik Gehrke , Julian Meier , Michael Wolff

{"title":"Fooled by the hype? The influence of technology hype on acquisition premiums in digital M&As","authors":"Sebastian Firk , Yannik Gehrke , Julian Meier , Michael Wolff","doi":"10.1016/j.lrp.2025.102589","DOIUrl":"10.1016/j.lrp.2025.102589","url":null,"abstract":"<div><div>Given the rapidly evolving nature of digital technologies, the valuation of digital target firms in mergers and acquisitions (M&As) is particularly uncertain and complex. Adopting a socio-cognitive perspective, we argue that the cognitive burden of processing complex and uncertain information surrounding a digital technology creates a susceptibility for managers to rely on easily accessible expectations and media claims about these technologies, consistent with an availability heuristic. Consequently, managers incorporate excessively optimistic expectations from technology hype into their valuation assessments, leading them to pay higher acquisition premiums. We further propose that in-depth digital technology knowledge among the top management and prior experience in acquiring digital target firms alleviate the cognitive burden of assessing digital target firms, thereby reducing managers’ reliance on overly optimistic expectations associated with technology hype. Using a sample of digital M&As by S&P 1500 firms, we find support for these propositions. Additional analyses further reveal that digital M&As executed during hype phases generate lower post-acquisition returns than those completed outside hype phases. Overall, this study contributes to a better understanding of when and why heuristics may bias decision-making.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 6","pages":"Article 102589"},"PeriodicalIF":6.3,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145510037","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 conservative contradiction? The effect of CEO political ideology on strategic risk-taking during national partisan conflict 保守的矛盾？国家党派冲突中CEO政治意识形态对战略冒险的影响

IF 6.3 2区管理学

Long Range Planning Pub Date : 2025-12-01 Epub Date: 2025-10-03 DOI: 10.1016/j.lrp.2025.102584

Kerry Hudson

{"title":"A conservative contradiction? The effect of CEO political ideology on strategic risk-taking during national partisan conflict","authors":"Kerry Hudson","doi":"10.1016/j.lrp.2025.102584","DOIUrl":"10.1016/j.lrp.2025.102584","url":null,"abstract":"<div><div>Increasing polarization in U.S. politics has led the economics and finance literatures to examine its macroeconomic implications, revealing a counterintuitive effect: national partisan conflict reduces macroeconomic volatility, creating legislative gridlock that lowers investors' perceptions of risk. However, implications for management remain unclear, as no research has sought to explain heterogeneity in firms' responses to this phenomenon. We theorize that this occurs because partisan conflict induces shifts in strategic risk-taking, contingent upon differences in CEOs' risk aversion and cognitive disposition. Drawing on upper echelons theory, we hypothesize that conservative CEOs, who are typically risk averse, will be more willing to take strategic risks under the macroeconomic conditions associated with partisan conflict. A study of 375 firms from 2000 to 2022 supports this, showing a shift towards higher-risk strategies among conservative CEOs when partisan conflict is high. This effect is robust to industry effects and independent from other political and economic uncertainties. Additional analyses indicate that this is driven by CEOs' disposition rather than party bias, supporting an ideologically asymmetric, environmentally contingent mechanism whereby shifts in partisan conflict increase the significance of the attentional and cognitive tendencies associated with conservatism in determining firm-level risk-taking. These findings extend the managerial relevance of macro-level research on partisan conflict, offering theoretical explanations that evince its ostensibly unpredictable effects on firms’ strategic investment decisions.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 6","pages":"Article 102584"},"PeriodicalIF":6.3,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145254555","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

Bounded-born globals: Rethinking internationalization in the platform economy 边界出生的全球人：重新思考平台经济中的国际化

IF 6.3 2区管理学

Long Range Planning Pub Date : 2025-12-01 Epub Date: 2025-10-22 DOI: 10.1016/j.lrp.2025.102587

Ana Botella-Andreu, Jose Pla-Barber, Andrea Pallás-Rocafull

{"title":"Bounded-born globals: Rethinking internationalization in the platform economy","authors":"Ana Botella-Andreu, Jose Pla-Barber, Andrea Pallás-Rocafull","doi":"10.1016/j.lrp.2025.102587","DOIUrl":"10.1016/j.lrp.2025.102587","url":null,"abstract":"<div><div>This paper develops a process-based explanation of how platform-based multinational companies (PMNCs) expand internationally. Drawing on a longitudinal case study of Netflix, we identify a two-stage sequencing pattern: an initial phase of rapid geographic rollout enabled by digital scalability, followed by a slower and more uneven process of market penetration shaped by institutional frictions, localized user preferences, and the boundedness of network effects.</div><div>To conceptualize this dynamic, we propose the Network-Bounded Sequencing Model, which shows that PMNCs do not sequence their international growth based on traditional criteria such as geographic proximity, psychic distance, or entry-mode risk. Instead, their expansion is driven by platform-specific logics that combine global scalability with local constraints. We further introduce the concept of the Bounded-Born Global firm—digital platforms that attain rapid global availability but face delayed and selective engagement due to the need for both local adaptation and infrastructure.</div><div>This framework diverges from the gradualist learning logic of the Uppsala model and the rapid, uniform expansion assumed in Born Global theories, offering a more accurate account of how platform firms internationalize in digitally mediated but institutionally complex environments.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 6","pages":"Article 102587"},"PeriodicalIF":6.3,"publicationDate":"2025-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145362726","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