Long Range Planning最新文献_第2页

Strategic inertia and renewal: Contrasting responses to market changes 战略惰性与革新：对市场变化的不同反应

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-04-20 DOI: 10.1016/j.lrp.2024.102441

Luis Perini , Jorge Carneiro , Kent D. Miller

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引用次数: 0

To replicate or to renew your business model? The performance effect in dynamic environments 复制还是更新业务模式？动态环境中的绩效效应

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-04-10 DOI: 10.1016/j.lrp.2024.102440

Cornelis V. Heij, Henk W. Volberda, Rick M.A. Hollen

{"title":"To replicate or to renew your business model? The performance effect in dynamic environments","authors":"Cornelis V. Heij, Henk W. Volberda, Rick M.A. Hollen","doi":"10.1016/j.lrp.2024.102440","DOIUrl":"10.1016/j.lrp.2024.102440","url":null,"abstract":"<div><p>It is often assumed that business model innovation drives firm performance, especially when firms operate in highly dynamic environments. However, despite the rise in research on business models, there is little systematic evidence of how various levels of environmental dynamism actually influence the performance effects of two basic types of business model innovation, namely replication (i.e., scaling up and improving an existing business model) and renewal (i.e., introducing a new business model). In this paper, we delineate a conceptual distinction between these two types of business model innovation and investigate how environmental dynamism impacts their performance outcomes. Based on a cross-industry survey that includes both SMEs and larger firms, we show that environmental dynamism weakens the positive effects of business model replication on firm performance. By contrast, in environments where the level of dynamism is intermediate, rather than high or low, environmental dynamism strengthens the performance effects of business model renewal. We discuss how these insights contribute to the business model innovation literature and how they can provide top managers with guidance on when and how to innovate a business model to turn it into a competitive advantage.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":null,"pages":null},"PeriodicalIF":8.5,"publicationDate":"2024-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S002463012400027X/pdfft?md5=fac2003a5eba6972d82c026e1d577c2b&pid=1-s2.0-S002463012400027X-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140760852","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}

引用次数: 0

Career concerns of young and old CEOs: Their effect on R&D spending in the software industry 年轻和年长首席执行官对职业生涯的关注：他们对软件业研发支出的影响

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-03-24 DOI: 10.1016/j.lrp.2024.102438

Zheng Cheng , David B. Wangrow , Vincent L. Barker III

{"title":"Career concerns of young and old CEOs: Their effect on R&D spending in the software industry","authors":"Zheng Cheng , David B. Wangrow , Vincent L. Barker III","doi":"10.1016/j.lrp.2024.102438","DOIUrl":"10.1016/j.lrp.2024.102438","url":null,"abstract":"<div><p>The age-related career concerns of Chief Executive Officers (CEOs) have generated considerable research attention over the past 25 years. Despite theory that both very young and very old CEOs may have career concerns that encourage pursuit of short-term profitability at the expense of long-term investment, the vast majority of past studies have examined whether firms with CEOs who are nearing retirement undertake less long-term investment than other firms. Using 31 years of panel data for U.S.-based public firms making branded software products (SIC 7372), we hypothesize and find that the relationship between CEO age and R&D spending is curvilinear with firms managed by either younger or older CEOs spending less on R&D as compared to their middle-aged counterparts (i.e., an inverted U-shaped relationship). These findings are consistent with early career horizon theory and suggest that the career concerns of both young and old CEOs need to be considered by (1) researchers trying to understand the effects of CEOs on strategic decision making and (2) boards of directors attempting to focus CEOs on longer-term investment opportunities.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":null,"pages":null},"PeriodicalIF":8.5,"publicationDate":"2024-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140333587","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

Performance implications of a corporate political strategy in Chinese firms: State versus market logics in different institutional settings 企业政治战略对中国企业绩效的影响：不同制度环境下的国家逻辑与市场逻辑

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-03-21 DOI: 10.1016/j.lrp.2024.102439

Jieyu Zhou , Weiping Liu , Jiatao Li

引用次数: 0

How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance 战略联盟如何塑造问题搜索强度：对社会和历史表现不佳的反应所提供的证据

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-03-17 DOI: 10.1016/j.lrp.2024.102437

Jake Duke , Taha Havakhor , Rachel Mui , Owen Parker

{"title":"How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance","authors":"Jake Duke , Taha Havakhor , Rachel Mui , Owen Parker","doi":"10.1016/j.lrp.2024.102437","DOIUrl":"10.1016/j.lrp.2024.102437","url":null,"abstract":"<div><p>Taking a social networks approach to the performance feedback model from the Behavioral Theory of the Firm (BTOF), we examine how a firm’s position within a strategic alliance network—and the structure surrounding that position—creates distinct pressures that differentially impact decision makers’ problemistic search intensity to social and historical underperformance. We test our predictions on a sample of 32,780 observations of the alliance networks of 4,726 firms and their R&D intensity from 2000–2015 and find results robust to numerous alternative specifications. Results indicate that highly centralized firms search more intensely in response to social underperformance and less intensely in response to historical underperformance. However, structural holes in the network reduce response intensity to social underperformance but increase response intensity to historical underperformance. We posit this is due to how altering one’s network cognitively shapes the perceived threat of status loss. Our study is both managerially and theoretically important, since firms increasingly rely on strategic alliances in the face of major disruptions including globalization, economic crises, and pandemics, and since strategic alliances are instrumental in shaping how firms set and respond to aspirational benchmarks.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":null,"pages":null},"PeriodicalIF":8.5,"publicationDate":"2024-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140162162","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

Operating synergy and post-acquisition integration in corporate acquisitions: A resource reconfiguration perspective 企业收购中的运营协同效应和收购后整合：资源重组视角

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-02-29 DOI: 10.1016/j.lrp.2024.102428

Tuhin Chaturvedi , Carmen Weigelt

{"title":"Operating synergy and post-acquisition integration in corporate acquisitions: A resource reconfiguration perspective","authors":"Tuhin Chaturvedi , Carmen Weigelt","doi":"10.1016/j.lrp.2024.102428","DOIUrl":"10.1016/j.lrp.2024.102428","url":null,"abstract":"<div><p>We theorize that contingent on whether acquisitions put more emphasis on realizing cost versus revenue synergy, they require different degrees of post-acquisition integration due to their different resource reconfiguration requirements. We use data from 448 US-based acquirers and 1452 domestic acquisitions to find strong support for our theoretical conjecture. On the one hand, we find that for acquisitions that emphasize cost synergy more than revenue synergy, the degree of integration exerts a linear mediating effect on acquirer performance. That is, performance increases as the degree of integration increases. On the other hand, we find that for acquisitions that emphasize revenue synergy more than cost synergy, the degree of integration exerts an inverted U-shaped mediating effect. That is, performance is highest at intermediate degrees of integration. We advance research on post-acquisition integration by first demonstrating the importance of aligning the degree of integration with the synergy rationale in acquisitions (emphasis on cost or revenue synergy) to achieve high acquisition performance. Second, we introduce a novel, replicable approach for empirically operationalizing the degree of post-acquisition integration. We contribute to the resource reconfiguration lens of dynamic capabilities by showing that firms whose managers align the intended source of value creation with their approach to reconfiguration may achieve higher performance outcomes.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":null,"pages":null},"PeriodicalIF":8.5,"publicationDate":"2024-02-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0024630124000153/pdfft?md5=550b44cfb5e22d02b2b285eb7e7ef8b5&pid=1-s2.0-S0024630124000153-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140096824","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}

引用次数: 0

A microfoundational view of the interplay between open innovation and a firm's strategic agility 开放式创新与企业战略灵活性之间相互作用的微观基础观点

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-02-27 DOI: 10.1016/j.lrp.2024.102429

Steven Hutton , Robert Demir , Stephen Eldridge

{"title":"A microfoundational view of the interplay between open innovation and a firm's strategic agility","authors":"Steven Hutton , Robert Demir , Stephen Eldridge","doi":"10.1016/j.lrp.2024.102429","DOIUrl":"10.1016/j.lrp.2024.102429","url":null,"abstract":"<div><p>Open innovation can support firms looking to deploy strategic agility through product innovations during periods of market and technological change. However, existing research lacks a comprehensive understanding of the microfoundations that underlie strategic agility in the context of open innovation. We address this gap using an in-depth analysis of a firm's open innovation activities in support of new product development (NPD). Our analysis reveals that open innovation can help leverage NPD processes to drive technological innovations in response to changing market conditions. Under such circumstances, open innovation enables firms to deploy strategic agility by continually developing the product portfolio. Our study reveals six mechanisms that enable three mutually complementary practices of agility: <em>knowledge-based agility</em> at the firm-environment interface, <em>behavioural agility</em> in the firm's decision-making process, and <em>organisational agility</em> in the internal NPD process. We theorise the interplay between the mechanisms that constitute each practice and, in doing so, shed light on how they contribute to firm-level strategic agility.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":null,"pages":null},"PeriodicalIF":8.5,"publicationDate":"2024-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0024630124000165/pdfft?md5=8a0d9f68ffd5872108602431238f9bdb&pid=1-s2.0-S0024630124000165-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140026525","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}

引用次数: 0

Rethinking new venture growth: A time series cluster analysis of biotech startups’ heterogeneous growth trajectories 反思新创企业的成长：生物技术初创企业异质增长轨迹的时间序列聚类分析

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-02-14 DOI: 10.1016/j.lrp.2024.102427

Vincent Göttel , Yasmina Lichtinger , Andreas Engelen

引用次数: 0

Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention 同行业的传统企业为何拒绝数字化转型？感知和注意力的结构性限制

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-02-10 DOI: 10.1016/j.lrp.2024.102426

Erik Fernandes , Ana Burcharth

{"title":"Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention","authors":"Erik Fernandes , Ana Burcharth","doi":"10.1016/j.lrp.2024.102426","DOIUrl":"10.1016/j.lrp.2024.102426","url":null,"abstract":"<div><p>We explain why some traditional companies fail to sense new digital technologies when facing an identical scenario of digital transformation. Our objective is to investigate situations where discontinuous changes steaming from digital transformation are actively rejected, in the sense that they are not perceived as a strategic issue, i.e., a threat or opportunity. We draw on a mixed-method research design comprising two sequential studies. The first study is based on Delphi's Technique, which uses a panel of specialists to build the most likely future scenarios in the medium term for the language education industry. The second one is a qualitative comparative study with eleven traditional firms. Their senior executives were first asked for their spontaneous sensing of emerging technologies and later asked to provide their assessment of the most likely future scenarios. Our contribution lies in developing a conceptual model that proposes a structural “schema-driven” explanation of why firm-level structures – concrete, contextual and knowledge – can hinder perception and attention. Active rejection is prompted not by the absence of attentional structures, but by their specific attributes. This expands the dominant ontology of issues, asserting their existence independently of an organization's epistemological experience, and adds to the theoretical understanding regarding the constraints of the sensing dynamic capability in digital transformation.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":null,"pages":null},"PeriodicalIF":8.5,"publicationDate":"2024-02-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139819617","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

Do peers’ negative earnings surprises Stifle corporate social responsibility? 同行的负收入会让Stifle公司的社会责任感到意外吗？

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-02-01 DOI: 10.1016/j.lrp.2023.102375

Rong Gong

引用次数: 0