Long Range Planning最新文献_第4页

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

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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":"57 2","pages":"Article 102426"},"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

Project managers and decision making: Conditional cognitive switching and rationally stepping up 项目经理与决策：有条件的认知转换和理性加强

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-02-01 DOI: 10.1016/j.lrp.2024.102414

Agnieszka Nowińska , Torben Pedersen

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

Corporate decline and turnarounds in times of digitalization 数字化时代的企业衰落与转型

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-02-01 DOI: 10.1016/j.lrp.2022.102211

Vincent L. Barker III , Johannes Luger , Achim Schmitt , Katherine R. Xin

引用次数: 0

Resource orchestration at the top: CEO succession origin, top management team role restructuring and firm performance 高层资源协调：首席执行官继任起源、高层管理团队角色重组与公司业绩

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-02-01 DOI: 10.1016/j.lrp.2023.102397

Marta Domínguez-Cc , Bárbara Larrañeta , Jose Luis Galán

引用次数: 0

Mission statement and social impact: Shedding light on the contribution of Italian B corps to society 使命宣言和社会影响：揭示意大利B军团对社会的贡献

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-02-01 DOI: 10.1016/j.lrp.2023.102377

Giorgio Mion , Angelo Bonfanti , Veronica De Crescenzo , Cristian R. Loza Adaui

{"title":"Mission statement and social impact: Shedding light on the contribution of Italian B corps to society","authors":"Giorgio Mion , Angelo Bonfanti , Veronica De Crescenzo , Cristian R. Loza Adaui","doi":"10.1016/j.lrp.2023.102377","DOIUrl":"10.1016/j.lrp.2023.102377","url":null,"abstract":"<div><p>This qualitative study examines the relationship between the mission statements of 161 Italian B Corps and their social impact performance, measured by the B Impact Assessment (BIA). The research combined different qualitative methods: content analysis, text mining, and fuzzy-set qualitative comparative analysis (fsQCA) in a homogeneous research design to explore the content of B Corps mission statements and their influence on social impact performance. The results reveal that B Corps’ mission statements are compound in nature, combining elements related to philosophy and values, environmental protection, and social benefit with the drive toward market success and economic performance. Additionally, mission statements with rich content are associated with better social impact performance, highlighting the role of the mission statement in creating identity and imprinting differentiation for B Corps. Finally, this study offers practical recommendations for entrepreneurs and managers of B Corps to craft clear mission statements that promote positive social impact.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"57 1","pages":"Article 102377"},"PeriodicalIF":8.5,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0024630123000845/pdfft?md5=514b14b140722646c25c7555fe854748&pid=1-s2.0-S0024630123000845-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43260276","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

CEO replacement, top management vacancy, and the sequence of top management team changes in high technology turnaround companies 高科技转型公司CEO更替、高管空缺、高管团队变动顺序

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-02-01 DOI: 10.1016/j.lrp.2021.102103

Chanchai Tangpong , Derek Lehmberg , Zonghui Li

{"title":"CEO replacement, top management vacancy, and the sequence of top management team changes in high technology turnaround companies","authors":"Chanchai Tangpong , Derek Lehmberg , Zonghui Li","doi":"10.1016/j.lrp.2021.102103","DOIUrl":"10.1016/j.lrp.2021.102103","url":null,"abstract":"<div><p>This study extends the literature on CEO replacement, top management change, and corporate turnaround by examining the sequence of top management team change events and turnaround outcomes among declining firms in industries affected by technological innovation and digitalization, including information technology, electronics, imaging and communications. This study focuses specifically on the top management change events <em>before</em> and <em>after</em> CEO replacement during the turnaround attempts. Using 12 cases of successful/unsuccessful turnaround matched pairs, we adopt a two-phase case study research approach, first generating insights from six cases (three pairs), and then cross validating our findings with additional six cases (three pairs). Through the qualitative examination of these cases, we uncover <em>top management vacancy</em> as a new theoretical construct and refine an existing construct, top management change, by differentiating between <em>primary</em> and support functions. We then observe distinct patterns of CEO replacement and top management changes separating successful and unsuccessful turnarounds. Our case findings indicate that successful turnarounds are characterized by top management vacancy in primary functions <em>before</em> the new CEO arrival and by top management stability in support functions <em>after</em> the new CEO arrival, and that unsuccessful turnarounds involve top management personnel replacement in primary functions <em>after</em> the new CEO arrival. Based on the case findings and related literature, we propose a theoretical model for CEO replacement, top management change, and corporate turnaround.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"57 1","pages":"Article 102103"},"PeriodicalIF":8.5,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41999894","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

Organizational identity and performance: An inquiry into nonconforming company names 组织身份与绩效：对不符合要求的公司名称的调查

IF 8.5 2区管理学

Long Range Planning Pub Date : 2024-02-01 DOI: 10.1016/j.lrp.2023.102396

Mario Daniele Amore , Mircea Epure , Orsola Garofalo

引用次数: 0