Long Range Planning最新文献_第3页

The dual-edged sword effect of reciprocal information exchanges within partnerships on performance: The mediating role of creativity 伙伴关系中互惠信息交流对绩效的双刃剑效应：创造力的中介作用

IF 7.4 2区管理学

Long Range Planning Pub Date : 2024-06-28 DOI: 10.1016/j.lrp.2024.102452

Silvio Luis de Vasconcellos , Renata Giacomin , Fernando Jorge da Silva , Bruno Barreto de Góes

引用次数: 0

New blood brings change: Exploring the link between rookie independent directors and corporate cash holdings 新鲜血液带来变革：探索新秀独立董事与公司现金持有之间的联系

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-06-17 DOI: 10.1016/j.lrp.2024.102451

Farid Ullah , Andrews Owusu , Ahmed A. Elamer

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引用次数: 0

A balancing act: Independent and interdependent effects of board of directors and top management team gender composition on innovation 平衡之术：董事会和高层管理团队性别构成对创新的独立和相互影响

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-06-05 DOI: 10.1016/j.lrp.2024.102450

Marcelo J. Alvarado-Vargas , Melanie P. Lorenz , Michel Hermans

{"title":"A balancing act: Independent and interdependent effects of board of directors and top management team gender composition on innovation","authors":"Marcelo J. Alvarado-Vargas , Melanie P. Lorenz , Michel Hermans","doi":"10.1016/j.lrp.2024.102450","DOIUrl":"https://doi.org/10.1016/j.lrp.2024.102450","url":null,"abstract":"<div><p>The demographic composition of a firm's Board of Directors (BoD) and Top Management Team (TMT) has important consequences for organizational processes and outcomes. However, researchers have focused on the independent effects of diversity in these strategic leadership groups (SLGs), foregoing how it affects their interactions. We adopt a strategic leadership system perspective to account for tasks that a firm's BoD and TMT perform independently, as well as shared tasks performed at their interface. Focusing on the innovation process as a context for strategic decision-making and implementation, we hypothesize inverted u-shaped associations for independent effects of BoD and TMT gender compositions on innovation inputs and TMT gender composition on outcomes. To account for interactions at their interface, we also propose moderating effects between BoD and TMT gender compositions on their relationships with innovation input and outcomes. We find support for our hypotheses within a panel of highly innovative U.S. firms between 2005 and 2018. These findings have important implications for strategic leadership and diversity researchers and may provide guidance on balancing the gender composition of SLGs at firms that pursue innovation.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"57 4","pages":"Article 102450"},"PeriodicalIF":8.5,"publicationDate":"2024-06-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0024630124000372/pdfft?md5=519c0e76831fda0e4e052bf42fd1c5e3&pid=1-s2.0-S0024630124000372-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141325270","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

Investment horizon, slack resources, and firm performance: Evidence from privately held european firms 投资期限、闲置资源与公司业绩：欧洲私营企业的证据

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-06-03 DOI: 10.1016/j.lrp.2024.102449

Vivien Lefebvre

引用次数: 0

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

{"title":"Strategic inertia and renewal: Contrasting responses to market changes","authors":"Luis Perini , Jorge Carneiro , Kent D. Miller","doi":"10.1016/j.lrp.2024.102441","DOIUrl":"10.1016/j.lrp.2024.102441","url":null,"abstract":"<div><p>The academic, consulting, and practitioner-oriented literatures present many examples of companies that have failed to adapt their strategy in the face of a changing competitive arena, even when their top managers and executives acknowledged the need for change—and had a reasonable idea of what ought to be done. By means of an in-depth study of two polar cases of large companies from the fast-moving consumer goods sector, this study sheds light on the complex intertwined causes that lead some companies into strategic inertia, while others engage in strategic renewal. Our theoretical framing of possible causes of inertia encompasses cognitive schema, power and politics, emotions, and communication. Our findings provide credible evidence that strategic inertia (or renewal) is the outcome of conjunctural causation, so that a similar initial cause may result in different outcomes depending on the processual interaction with other contributing factors at the organizational, group, and individual levels. The conjunction of various causes can lead a company's managers to adhere rigidly to their sources of past success or, alternatively, embrace novel pathways despite short-term uncertainty and anxiety.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"57 3","pages":"Article 102441"},"PeriodicalIF":8.5,"publicationDate":"2024-04-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140768121","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

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":"57 3","pages":"Article 102440"},"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":"57 3","pages":"Article 102438"},"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":"57 3","pages":"Article 102437"},"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":"57 3","pages":"Article 102428"},"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