Long Range Planning最新文献_第9页

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

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":"56 3","pages":"Article 102329"},"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

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":"56 3","pages":"Article 102304"},"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

Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing 快一点，把东西打碎！创新密集型战略、组织许可与企业不法行为

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-04-01 DOI: 10.1016/j.lrp.2023.102294

William Grieser , Ryan Krause , Rachel Li , Richard Priem , Andrei Simonov

{"title":"Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing","authors":"William Grieser , Ryan Krause , Rachel Li , Richard Priem , Andrei Simonov","doi":"10.1016/j.lrp.2023.102294","DOIUrl":"10.1016/j.lrp.2023.102294","url":null,"abstract":"<div><p>With the revelation of questionably ethical practices at the world's most innovative firms, scholars and practitioners have begun to question whether a link might exist between innovation and wrongdoing. We introduce the concept of organizational permissiveness—i.e., tolerance of employees' norm-challenging behavior—to begin unpacking the relationships between cognitive norm-breaking, radical innovation, and corporate wrongdoing. We argue that organizational permissiveness partially mediates the effects of innovation-intensive strategy on innovation outcomes <em>and</em> multiple types of corporate wrongdoing. We analyze a sample of publicly held U.S. firms to demonstrate that the norm-breaking necessary for radical innovation also can produce corporate wrongdoing. Moreover, organizational permissiveness is a mechanism leading to both outcomes. We then use a smaller-sample quasi-experiment examining how merger and acquisition events affect individual scientists' patenting behavior. This provides further support for our hypothesized causal assertions.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"56 2","pages":"Article 102294"},"PeriodicalIF":8.5,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46198463","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

What to teach when we teach digital strategy? An exploration of the nascent field 当我们教授数字战略时该教些什么?对新生领域的探索

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-04-01 DOI: 10.1016/j.lrp.2022.102271

Katharina Cepa , Henri Schildt

{"title":"What to teach when we teach digital strategy? An exploration of the nascent field","authors":"Katharina Cepa , Henri Schildt","doi":"10.1016/j.lrp.2022.102271","DOIUrl":"10.1016/j.lrp.2022.102271","url":null,"abstract":"<div><p>Companies are increasingly pursuing competitive advantage through innovative use of advanced information technologies, such as artificial intelligence. Management education must prepare students with the skills and knowledge needed to function effectively and ethically in this increasingly digitalized business environment. Yet, we have no consensus on what constitutes digital strategy, let alone how the topic ought to be taught. To advance the emerging subdiscipline of digital strategy, this article takes stock of the teaching in this nascent domain. We conducted an inductive analysis of twelve postgraduate modules and fifteen massive open online courses (MOOCs) to provide an empirically grounded framework. Our analysis categorizes digital strategy-related module content into four domains, constituted by thirteen topic areas. We further identify five distinct course profiles that digital strategy modules typically follow. This article contributes to the strategic management discipline by providing an exploration of digital strategy teaching and offering concrete guidelines for teaching digital strategy in business schools and universities, either as a module on its own right or as part of an existing strategy module.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"56 2","pages":"Article 102271"},"PeriodicalIF":8.5,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45257829","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

How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication 颠覆性创新如何影响不同风险投资者的融资决策?创业公司沟通作用的实证分析

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-04-01 DOI: 10.1016/j.lrp.2022.102293

Mariangela Piazza , Erica Mazzola , Giovanni Perrone , Wim Vanhaverbeke

{"title":"How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication","authors":"Mariangela Piazza , Erica Mazzola , Giovanni Perrone , Wim Vanhaverbeke","doi":"10.1016/j.lrp.2022.102293","DOIUrl":"https://doi.org/10.1016/j.lrp.2022.102293","url":null,"abstract":"<div><p>Entrepreneurs present their ideas in a favorable light through compelling communications that may shape the investors' impressions about the value of the startup's technology and its potential to disrupt. Assessing such communications, venture capital (VC) investors get an impression of the startup's technology and shape their willingness to commit resources to it. Since diverse kinds of VC investors pursue alternative investment objectives, they may develop different impressions of the startup's technology and accordingly make different resource commitment decisions. This paper aims to investigate the resource commitment decisions of VC investors when financing startups communicating disruptiveness by distinguishing between independent venture capitalists (IVC) and corporate venture capitalists (CVC). Analyzing data about 664 medical device and biotech startups in a 10-year period, we found that communicating disruptiveness decreases the amount of funding committed by IVC, while it has a curvilinear effect on the amount of funding provided by CVC. Our findings contribute to the literature and provide important implications for managers of startups aiming to secure funding from different VC investors.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"56 2","pages":"Article 102293"},"PeriodicalIF":8.5,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49766338","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: 3

Trade-off among stakeholders: CEO political orientation and corporate social irresponsibility 利益相关者之间的权衡:CEO的政治取向与企业的社会不负责任

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-04-01 DOI: 10.1016/j.lrp.2022.102273

Livia Markoczy , Kalin D. Kolev , Cuili Qian

引用次数: 5

The divestment-reinvestment sequence in foreign countries: The role of relational vs. transactional ownership 国外撤资再投资序列：关系所有权与交易所有权的作用

IF 8.5 2区管理学

Long Range Planning Pub Date : 2023-04-01 DOI: 10.1016/j.lrp.2023.102306

Sergio Mariotti , Riccardo Marzano , Lucia Piscitello

{"title":"The divestment-reinvestment sequence in foreign countries: The role of relational vs. transactional ownership","authors":"Sergio Mariotti , Riccardo Marzano , Lucia Piscitello","doi":"10.1016/j.lrp.2023.102306","DOIUrl":"10.1016/j.lrp.2023.102306","url":null,"abstract":"<div><p>In this paper, we claim that ownership is a key determinant of the firms' divestment-reinvestment sequence in a foreign country. Building on the notion of ‘relational vs. transactional ownership’, we distinguish between relational-type firms (namely, family-owned and state-owned firms), and transactional-type firms (privately non-family-owned firms). We argue that relational-type firms are less likely to both divest from, and reinvest in, a given foreign country. In fact, relational owners set a lower performance threshold of intervention than transactional ones; additionally, in order to turn the tide, the former often increase resource injection when subsidiary performance falls below the threshold. Such an escalation of commitment increases sunk costs and further decreases the likelihood of divesting the subsidiary. Moreover, when a divestment occurs, the memory of high sunk costs incurred reduces the propensity to reinvest in the same host country. We test our conceptual framework on a large sample of investments, divestments and subsequent re-entries undertaken in the period 2000–2015 by 602 Italian firms. Our econometric findings corroborate our hypotheses, thus contributing to the literature on the interdependencies between divestment and reinvestment choices, and their relationships with corporate ownership.</p></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"56 2","pages":"Article 102306"},"PeriodicalIF":8.5,"publicationDate":"2023-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45051347","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: 4