Long Range Planning最新文献_第4页

Artificial intelligence in adaptive strategy creation and implementation: Toward enhanced attentional control in strategy processes 人工智能在自适应策略创造和实施中的应用：增强策略过程中的注意控制

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-08-01 Epub Date: 2025-06-17 DOI: 10.1016/j.lrp.2025.102561

Tomi Laamanen , Ann-Kristin Weiser , Georg von Krogh , William Ocasio

引用次数: 0

Is team commitment related to dialogue about corporate purpose? 团队承诺是否与关于公司目标的对话有关？

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-08-01 Epub Date: 2025-04-04 DOI: 10.1016/j.lrp.2025.102531

Rodolphe Durand, Pauline Asmar

引用次数: 0

Breaking organizational paths for strategic renewal: Towards a dialectical perspective 打破组织路径实现战略更新：辩证视角

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-08-01 Epub Date: 2025-06-13 DOI: 10.1016/j.lrp.2025.102560

Catherine Archambault Janvier , Wim Van Lent , Jörg Sydow

{"title":"Breaking organizational paths for strategic renewal: Towards a dialectical perspective","authors":"Catherine Archambault Janvier , Wim Van Lent , Jörg Sydow","doi":"10.1016/j.lrp.2025.102560","DOIUrl":"10.1016/j.lrp.2025.102560","url":null,"abstract":"<div><div>Strategic renewal is key to organizations' long-term success, but may be difficult to achieve if they are locked into a particular action path. Unfortunately, breaking organizational paths remains somewhat elusive due to a binary opposition in the strategic renewal literature between path breaking and path dependence, which hampers more complex process theorization. Asking what roles path breaking and path dependence exactly play in strategic renewal, we perform an in-depth case study of path-breaking interventions at fashion retailer Kiabi. This firm gradually moved from a path of disintegrative to integrative collaborative alignment between departments, whereby adaptive expectations regarding others’ willingness to collaborate gradually improved. Chiefly, we find that strategic renewal is a function of two concurrent dialectics: 1) between path-breaking interventions and relapses into old path-dependent tendencies; and 2) between initiatives by upper management and their firm-wide implementation. We contribute to the literature by demonstrating that organizational path dependence, through managerial reflection and action, can be integral to path breaking, and, more broadly, strategic renewal. Furthermore, we extend common notions of managerial agency in path breaking by highlighting the involvement of various hierarchical layers, while, paradoxically, we relax the strong assumption of managerial agency that exists in studies on open strategy.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102560"},"PeriodicalIF":7.4,"publicationDate":"2025-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144304928","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

Multiple goal conflicts and exploratory innovation: Does alignment between team and organization help or hurt? 多目标冲突和探索性创新：团队和组织之间的一致性是有益还是有害？

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-08-01 Epub Date: 2025-06-27 DOI: 10.1016/j.lrp.2025.102562

Saeedeh Ahmadi , Tom Mom , Alexander Schmidt , Henk Volberda

{"title":"Multiple goal conflicts and exploratory innovation: Does alignment between team and organization help or hurt?","authors":"Saeedeh Ahmadi , Tom Mom , Alexander Schmidt , Henk Volberda","doi":"10.1016/j.lrp.2025.102562","DOIUrl":"10.1016/j.lrp.2025.102562","url":null,"abstract":"<div><div>This study examines the varying impacts of multiple goal conflicts on employees' exploratory innovative behaviors. Although innovation is vital for an organization's survival and competitive advantage, the simultaneous pursuit of other goals may create goal conflicts for employees: increasing pressure on their scarce resources, including time and cognitive capacity. While much of the existing research discusses goal conflicts in general or emphasizes their negative performance consequences, we extend this literature by theorizing about two distinct ways individuals may interpret goal conflicts—either as a trade-off (e.g., innovation vs. revenue) or as complementary (e.g., innovation vs. safety)—and how these interpretations affect exploratory innovation. Moreover, we theorize that team–organization alignment moderates these effects. Our findings, based on multilevel, multisource, time-lagged data from a large energy company, indicate that conflicts involving innovation goals do not uniformly impact employee exploratory behavior. Increasing levels of conflict between innovation and safety goals are associated with employees conducting more innovation activities, but the expected negative effect of innovation-revenue conflicts is insignificant. Moreover, in a context of high alignment the innovation-safety conflict triggers employees to innovate more; in contrast, for the innovation-revenue conflict it is the opposite. Our study offers important implications for the literature on multiple goal conflict and highlights the critical roles of employees and their alignment with senior leadership.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102562"},"PeriodicalIF":7.4,"publicationDate":"2025-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144515330","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

Scalability in incumbent firms: The case of Nvidia 现有公司的可扩展性：以英伟达为例

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-08-01 Epub Date: 2025-06-02 DOI: 10.1016/j.lrp.2025.102540

Ferran Vendrell-Herrero , Yancy Vaillant , Oscar F. Bustinza

{"title":"Scalability in incumbent firms: The case of Nvidia","authors":"Ferran Vendrell-Herrero , Yancy Vaillant , Oscar F. Bustinza","doi":"10.1016/j.lrp.2025.102540","DOIUrl":"10.1016/j.lrp.2025.102540","url":null,"abstract":"<div><div>Scalability refers to the organizational capabilities required to facilitate a smoother and faster scaling process. Although it is usually associated with new ventures, this study explores how established firms can also create conditions conducive to scalability. We address this question by applying an inductive, narrative-based approach to a longitudinal, single-case study of Nvidia Corporation, a company founded in 1993 that since 2006 has undergone a profound transformation driven by the AI revolution. This case study draws on digital archives, including objective accounting information on Nvidia and its direct competitors, extensive company reports, pedagogical case studies, corporate biographies, and 464 min of recorded documentaries and interviews featuring the company's CEO. We use these sources to develop a multi-phase theoretical model outlining how established organizations can foster scalability. The model encompasses value recognition driven by systemic industry transitions, organizational adaptability, strategic renewal, and scalability, thus offering a structured framework for understanding how incumbent firms can cultivate the necessary conditions for successful scaling.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102540"},"PeriodicalIF":7.4,"publicationDate":"2025-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144222315","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

Strategies for addressing customers’ adaptation problems in the healthcare ecosystem 解决医疗保健生态系统中客户适应问题的策略

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-08-01 Epub Date: 2025-05-19 DOI: 10.1016/j.lrp.2025.102535

Dennis van Kampen , Hans Berends , Fleur Deken

引用次数: 0

Strategic governance of blockchain platforms: From centralized to open source control systems 区块链平台的战略治理：从集中式控制系统到开源控制系统

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-08-01 Epub Date: 2025-05-30 DOI: 10.1016/j.lrp.2025.102539

Juan Santalo , Igor Filatotchev

引用次数: 0

The influence of CEO social capital on turnaround success CEO社会资本对转型成功的影响

IF 8.5 2区管理学

Long Range Planning Pub Date : 2025-07-25 DOI: 10.1016/j.lrp.2025.102570

Florian Behling, Jan-Hendrik Meier, Jochen Zimmermann

引用次数: 0

Sourcing smart through project manager structures: The role of managerial direction multiplicity in Korean popular music industry 通过项目经理结构聪明地采购：管理方向多元化在韩国流行音乐产业中的作用

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-06-01 Epub Date: 2025-04-07 DOI: 10.1016/j.lrp.2025.102528

Hyundo Choi

{"title":"Sourcing smart through project manager structures: The role of managerial direction multiplicity in Korean popular music industry","authors":"Hyundo Choi","doi":"10.1016/j.lrp.2025.102528","DOIUrl":"10.1016/j.lrp.2025.102528","url":null,"abstract":"<div><div>Internal development project organizations are likely to have a pre-defined internal goal to optimize the use of internal resources while joint development project organizations tend to have a flexible goal to take advantage of diverse external resources. In this situation, the managerial direction multiplicity of project managers (i.e., convergent or multi-faceted directions) reflected in their organizational structures can affect the effectiveness of sourcing strategy differently. Three key structural components of project managers—project manager group size, prior interactions among project managers, and managerial authority split—were chosen to examine their impact on project market performance by two sourcing strategies. Empirical evidence from the Korean popular music (K-Pop) industry for the period 2004–2013 at the album project-level supports that project manager structures offering multi-faceted directions improve project market performance more for joint development projects, while those offering convergent directions improve performance more for internal development projects. This study highlights the importance of project manager structures in sourcing strategies by theorizing managerial direction multiplicity as a key mechanism.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102528"},"PeriodicalIF":7.4,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143785960","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

Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies 危机时期的劳动力成本缩减策略：比较市场对灵活和僵化策略的反应

IF 7.4 2区管理学

Long Range Planning Pub Date : 2025-06-01 Epub Date: 2025-01-29 DOI: 10.1016/j.lrp.2025.102509

Daniel Ehnes , Lars Schweizer , Cornelia Storz

{"title":"Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies","authors":"Daniel Ehnes , Lars Schweizer , Cornelia Storz","doi":"10.1016/j.lrp.2025.102509","DOIUrl":"10.1016/j.lrp.2025.102509","url":null,"abstract":"<div><div>Guided by an institutionally embedded resource-based view, this paper addresses two under-researched questions. First, what effects do flexible strategies for labor-cost retrenchment (e.g., wage-based and functional flexibility) have on firms' market value as compared with rigid strategies (such as pure downsizing)? Second, what effects do flexible strategies have, compared to rigid strategies, when firms have a high level of knowledge assets? We answer these questions by focusing on firms in the research context of a stakeholder-capitalism environment. The dearth of studies on flexible strategies is surprising when one considers that firms in many advanced economies deploy them widely to reduce labor costs during times of crisis. We address this research gap with a novel data set of 220 retrenchment announcements by Japanese firms. We find that announcing the adoption of flexible strategies is significantly and positively associated with a greater likelihood of the firm’s market value increasing. Further, flexible strategies are evaluated more positively if they protect knowledge assets. We attribute these effects to flexible strategies being perceived not only as a capability but also as a legitimacy signal – that is, as an effort to maintain capabilities in an environment characterized by long-term in-house employment and to align with the norms of the broader institutional landscape.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102509"},"PeriodicalIF":7.4,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143636865","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