Long Range Planning最新文献_第9页

The competitive effects of financial and fiscal institutional arbitrage opportunities: Evidence from cross-border M&AS 金融和财政制度套利机会的竞争效应:来自跨国并购的证据

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-06-01 DOI: 10.1016/j.lrp.2023.102324

Valentina Fani , Dimitrija Kalanoski , Olivier Bertrand

{"title":"The competitive effects of financial and fiscal institutional arbitrage opportunities: Evidence from cross-border M&AS","authors":"Valentina Fani , Dimitrija Kalanoski , Olivier Bertrand","doi":"10.1016/j.lrp.2023.102324","DOIUrl":"https://doi.org/10.1016/j.lrp.2023.102324","url":null,"abstract":"<div><p>This study investigates whether and when differences in the financial and fiscal regulatory systems between the countries of acquirers and targets that engage in cross-border M&As influence rivals' corporate responses. Drawing on the institutional arbitrage and competitive dynamics logics, we argue that cross-border M&As that provide opportunities for financial institutional gains for the targets and fiscal institutional gains for the acquirers pose a threat to the rivals and hence provoke an increase in the number of rivals' corporate responses. Additionally, we argue that the effect of cross-border M&As providing financial and fiscal institutional arbitrage opportunities on the number of rivals' corporate responses gets stronger with rivals' awareness, motivation, and capability to respond. An analysis of a unique dataset of rivals’ corporate activities before and after large horizontal cross-border M&As of their competitors in the manufacturing industry between 1999 and 2014 provides support for our main theoretical arguments and provides some contingent considerations.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":null,"pages":null},"PeriodicalIF":8.5,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49754660","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

Firm failure and the exploration/exploitation dilemma: The role of firm life cycle 企业失败与探索/开发困境:企业生命周期的作用

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-06-01 DOI: 10.1016/j.lrp.2023.102307

Mehrsa Ehsani, Oleksiy Osiyevskyy

{"title":"Firm failure and the exploration/exploitation dilemma: The role of firm life cycle","authors":"Mehrsa Ehsani, Oleksiy Osiyevskyy","doi":"10.1016/j.lrp.2023.102307","DOIUrl":"https://doi.org/10.1016/j.lrp.2023.102307","url":null,"abstract":"<div><p>The survival and prosperity of firms are contingent on their ability to constantly adjust to the state and dynamics of their environments by swiftly embracing the right combination of generic exploration and exploitation strategies. We propose a novel theoretical model linking the pursuit of exploration and exploitation approaches with firm failure in the medium term, stressing the role of the firm life cycle that substantively shapes the underlying relationships. The model is empirically tested using the firm-level data from a large panel dataset from 1988 to 2019 across multiple industries, revealing the moderating impact of the five stages of the firm life cycle (and the transition period between them) on the relation between exploration/exploitation strategies and the likelihood of firm failure. The findings indicate that exploration has a significant negative impact on the likelihood of firm failure during the growth, maturity, and transition stages; however, it significantly increases the likelihood of firm failure in the introduction, shakeout, and decline stages. Exploitation, on the other hand, has a significant negative impact on the likelihood of firm failure in the introduction and maturity stages yet amplifies the probability of failure in the transition phase.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":null,"pages":null},"PeriodicalIF":8.5,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49760367","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 role of intuiting practices in navigating strategic opportunities 直觉实践在把握战略机遇中的作用

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-06-01 DOI: 10.1016/j.lrp.2023.102323

Christian Walsh , Paul Knott , Jamie Collins

{"title":"The role of intuiting practices in navigating strategic opportunities","authors":"Christian Walsh , Paul Knott , Jamie Collins","doi":"10.1016/j.lrp.2023.102323","DOIUrl":"10.1016/j.lrp.2023.102323","url":null,"abstract":"<div><p>This study addresses the question of how strategists use intuiting practices in the process of sensing, navigating and creating strategic opportunities. Existing literature highlights the significant role and nature of intuition in strategy from a theoretical cognitive perspective, but does not examine intuition empirically as a practice utilised by strategists. We undertook a two-year longitudinal study of seven strategists in high-technology firms as they attempted to progress new strategic opportunities. Using abductive analysis of the resulting data, we found that when navigating novel opportunities the practitioners’ intuiting practices were predominantly based on unfolding creative and social types of intuition, as opposed to a rapid expertise-based intuition, previously thought to be the dominant type. We extend existing typologies to propose a dynamic cyclic model of unfolding intuiting practice in the opportunity navigation process. This model draws on dual process theory and includes phases of intimation, investigation, validation and incubation. We found that strategists cycle through these different phases in order to navigate novel spaces, leading to continuation or abandonment of the opportunity development.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":null,"pages":null},"PeriodicalIF":8.5,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41680666","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: 1

Behavioral antecedents of firm's ego-network competitiveness: The case of the global pharmaceuticals 企业自我-网络竞争力的行为前因:以全球制药业为例

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-06-01 DOI: 10.1016/j.lrp.2023.102308

Elio Shijaku , Paavo Ritala

引用次数: 0

Open strategizing on social media: A process model of emotional mechanisms and outcomes from un-orchestrated participation 社交媒体上的开放策略:非协调参与的情感机制和结果的过程模型

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-06-01 DOI: 10.1016/j.lrp.2023.102320

Eva-Lena Lundgren-Henriksson , Virpi Sorsa

引用次数: 0

Opening up corporate political strategizing – An institutional work approach 开放企业政治战略——一种制度性的工作方法

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-06-01 DOI: 10.1016/j.lrp.2023.102329

Andrew Barron

{"title":"Opening up corporate political strategizing – An institutional work approach","authors":"Andrew Barron","doi":"10.1016/j.lrp.2023.102329","DOIUrl":"10.1016/j.lrp.2023.102329","url":null,"abstract":"<div><p>I apply an institutional lens to explore how strategists in a pharmaceuticals firm successfully include managers in the formulation and implementation of corporate political activity (CPA). I depict these strategists as institutional carriers who face mindset-, skills-, and commitment-related barriers when importing new industry norms favoring inclusive CPA processes into an organizational setting where exclusive strategic practices prevail. They reduce barriers resulting from this confrontation of institutional logics by enacting specific instances of institutional work. Strategists' ability to perform cultural and technical work aimed at shifting managers’ perceptions about CPA and empowering them to design and conduct new forms of political action is facilitated by their expertise and social capital. In the absence of hierarchical authority, they draw on personality traits – chiefly, their perseverance – to enact more challenging political work aimed at reconfiguring organizational rules and increasing commitment to CPA. I stretch understandings of open strategy by exploring the inclusion of managers in a complex and uncertain strategic activity previously overlooked, and providing new insights into how strategists manage individual-level constraints to open strategizing. I build on CPA literature by opening up the black box of corporate political strategizing and exposing political strategists as internal lobbyists who drive strategic change in firms.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":null,"pages":null},"PeriodicalIF":8.5,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49381222","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

Knowledge network structure and middle management involvement as determinants of TMT members’ ambidexterity: A multilevel analysis 知识网络结构和中层管理人员参与是企业管理团队成员双元性的决定因素:一个多层次的分析

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-06-01 DOI: 10.1016/j.lrp.2023.102318

Anabel Fernández-Mesa , Ronald Clarke , Ana García-Granero , Justo Herrera , Justin J.P. Jansen

引用次数: 1

Letting go or pushing forward: Director death and firm risk-taking 放手还是前进:导演的死亡和坚定的冒险

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-06-01 DOI: 10.1016/j.lrp.2023.102322

David H. Weng , Kwang-Ho Kim

引用次数: 1

The origins of SWOT analysis SWOT分析的起源

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-06-01 DOI: 10.1016/j.lrp.2023.102304

Richard W. Puyt , Finn Birger Lie , Celeste P.M. Wilderom

{"title":"The origins of SWOT analysis","authors":"Richard W. Puyt , Finn Birger Lie , Celeste P.M. Wilderom","doi":"10.1016/j.lrp.2023.102304","DOIUrl":"https://doi.org/10.1016/j.lrp.2023.102304","url":null,"abstract":"<div><p>The origins of SWOT analysis have been enigmatic, until now. With archival research, interviews with experts and a review of the available literature, this paper reconstructs the original SOFT/SWOT approach, and draws potential implications. During a firm's planning process, all managers are asked to write down 8 to 10 key planning issues faced by their units. Each manager grades, with evidence, these issues as either safeguarding the <em><u>S</u>atisfactory;</em> opening <em><u>O</u>pportunities;</em> fixing <em><u>F</u>aults;</em> or thwarting <em><u>T</u>hreats</em>: hence SOFT (which is later merely relabeled to Strengths, Weaknesses, Opportunities and Threats, or SWOT). Subgroups of managers have several dialogues about these issues with the instruction to include the needs and expectations of all the firm's stakeholders. Their developed resolutions or proposals become input for the executive planning committee to articulate corporate purpose(s) and strategies. SWOT's originator, Robert Franklin Stewart, emphasized the crucial role that creativity plays in the planning process. The SOFT/SWOT approach curbs mere top-down strategy making to the benefit of strategy alignment and implementation; Introducing digital means to parts of SWOT's original participative, long-range planning process, as suggested herein, could boost the effectiveness of organizational strategizing, communication and learning. Archival research into the deployment of SOFT/SWOT in practice is needed.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":null,"pages":null},"PeriodicalIF":8.5,"publicationDate":"2023-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49754543","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

Extending the market theory of corporate political activity 企业政治活动市场理论的拓展

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-04-01 DOI: 10.1016/j.lrp.2023.102305

Michael Greiner , Jaegul Lee

引用次数: 0