Strategy Science最新文献_第7页

Commitment, Capabilities, and Strategy: A Personal Essay in Honor of Pankaj Ghemawat 承诺、能力与策略:纪念潘卡吉·格玛沃特的个人论文

IF 3.9

Strategy Science Pub Date : 2022-04-06 DOI: 10.1287/stsc.2022.0162

G. Pisano

引用次数: 0

Motivating Innovation: Tunnels vs. Funnels 激励创新：隧道与漏斗

IF 3.9

Strategy Science Pub Date : 2022-04-04 DOI: 10.1287/stsc.2022.0156

Ronald Klingebiel

引用次数: 3

Manufacturing Popularity: An Ecological Model of Time-Based Competition 制造业流行：基于时间的竞争的生态模型

IF 3.9

Strategy Science Pub Date : 2022-04-01 DOI: 10.1287/stsc.2022.0157

W. P. Barnett, Mooweon Rhee, Elise Tak

引用次数: 2

Getting to the Root of Things: The Role of Epistemic Motivation and Construal Levels in Strategic Problem Formulation 追根溯源：认识动机和结构层次在战略问题形成中的作用

IF 3.9

Strategy Science Pub Date : 2022-02-11 DOI: 10.1287/stsc.2022.0155

Chan Hyung Park, Markus Baer

{"title":"Getting to the Root of Things: The Role of Epistemic Motivation and Construal Levels in Strategic Problem Formulation","authors":"Chan Hyung Park, Markus Baer","doi":"10.1287/stsc.2022.0155","DOIUrl":"https://doi.org/10.1287/stsc.2022.0155","url":null,"abstract":"When formulating strategic problems, managers and executives routinely overlook relevant causes. This oversight, in turn, compromises the effectiveness of solutions and strategies. To illuminate the factors determining the success of problem formulation, we develop a model of the individual-level drivers of problem formulation comprehensiveness—the number of nonredundant and relevant causes to a problem that individuals identify. Specifically, we theorize that epistemic motivation—the desire to learn and hold well-informed views of the world—is an important driver of comprehensiveness. Furthermore, we suggest that high construal levels—an abstract thinking style—enhance the benefits of epistemic motivation because they direct individual information processing away from the symptoms of a problem toward its underlying causes. We test this interaction model in two experimental studies involving Chinese top executives and university students in the United States. The results of our two studies are consistent with our theoretical model. High construal levels strengthen the effect of epistemic motivation, resulting in greater comprehensiveness of problem formulation. We discuss the implications of our work for theory and practice.","PeriodicalId":45295,"journal":{"name":"Strategy Science","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2022-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47553463","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Stepping into Ill-Fitting Shoes: Local Status Contrasts and Acquisitiveness of New CEOs 步入不合时宜的境地：地方地位对比与新任CEO的亲和力

IF 3.9

Strategy Science Pub Date : 2022-01-17 DOI: 10.1287/stsc.2021.0150

Rajiv Krishnan Kozhikode, R. Krishnan

{"title":"Stepping into Ill-Fitting Shoes: Local Status Contrasts and Acquisitiveness of New CEOs","authors":"Rajiv Krishnan Kozhikode, R. Krishnan","doi":"10.1287/stsc.2021.0150","DOIUrl":"https://doi.org/10.1287/stsc.2021.0150","url":null,"abstract":"This paper asks what motivates new chief executive officers (CEOs) to engage in an acquisition spree despite the considerable risk it entails to themselves and their firms. Building on status theory and performance feedback theory, we theorized that status distance between new CEOs and their predecessors explains the empire-building behavior of new CEOs early in their tenure. Because of the uncertainty surrounding a CEO’s quality early in the individual’s tenure, status serves as a signal of quality for the new CEO. Hence, CEOs had to rely on status signals to maintain or close the status gap between them and their predecessors. Drawing on performance feedback theory, we theorized that new CEOs’ status contrast relative to their predecessor influences their acquisitive behavior. Our examination of the acquisition behavior of 429 new CEOs of S&P 500 firms in the United States revealed that relatively low-status CEOs engaged in risk-taking to improve their status, but relatively high-status new CEOs engaged in risk-taking to maintain their lead. It also revealed that new CEOs changed their risk-taking behavior when direct evidence of their quality or that of their predecessors deviated from the underlying quality expectations indicated by their relative status position.","PeriodicalId":45295,"journal":{"name":"Strategy Science","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2022-01-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44517017","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

Corporate Diversification and Risk: Portfolio Effects and Resource Redeployability 企业多元化与风险：投资组合效应与资源可再配置性

IF 3.9

Strategy Science Pub Date : 2022-01-10 DOI: 10.1287/stsc.2021.0154

Arkadiy V. Sakhartov

引用次数: 0

Resource Reconfiguration During Technological Change 技术变革中的资源重构

IF 3.9

Strategy Science Pub Date : 2021-12-29 DOI: 10.1287/stsc.2021.0151

Tuhin Chaturvedi, J. Prescott

{"title":"Resource Reconfiguration During Technological Change","authors":"Tuhin Chaturvedi, J. Prescott","doi":"10.1287/stsc.2021.0151","DOIUrl":"https://doi.org/10.1287/stsc.2021.0151","url":null,"abstract":"A central strategic imperative for surviving technological change requires firms to attenuate the inertia and rigidity imposed by its legacy technology orientation (defined as the relative emphasis placed on technological knowledge and products aligned to an incumbent technology) and successfully transition to a new technology. We theorize that resource reconfiguration through corporate scope decisions—alliances, acquisitions, divestitures, and different postacquisition integration approaches—enables firms to achieve the twin requirements of attenuation and transition. Initially, a legacy technology orientation exerts inertia due to legacy reinforcement—decreasing the likelihood of firms making new technology acquisitions and legacy technology divestitures. New technology alliances mitigate this inertia via legacy attenuation—increasing the likelihood of acquisitions and legacy divestitures. Finally, when firms make new technology acquisitions, we theorize that acquirers choosing partial acquisition integration approaches (partial integration and partial autonomy) are more likely to achieve a successful transition to the new technology-legacy transition and, thus, more likely to survive technological change relative to firms choosing full integration or full autonomy. Using a sample of firms from the digital camera product market over 1991–2006, we found strong empirical support for our predictions. We contribute to research on technological change by demonstrating that firms may overcome the inertia of a legacy technology orientation and adapt to an emerging new technology by employing corporate scope decisions and postacquisition integration as resource reconfiguration mechanisms. Specifically, we advance the novel finding that postacquisition integration is an important survival-enhancing mechanism that facilitates adaptation to technological change.","PeriodicalId":45295,"journal":{"name":"Strategy Science","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2021-12-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43302241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 5

Evolutionary Approaches to Innovation, the Firm, and the Dynamics of Industries 创新、企业和产业动态的演化方法

IF 3.9

Strategy Science Pub Date : 2021-12-01 DOI: 10.1287/stsc.2021.0141

G. Cattani, F. Malerba

{"title":"Evolutionary Approaches to Innovation, the Firm, and the Dynamics of Industries","authors":"G. Cattani, F. Malerba","doi":"10.1287/stsc.2021.0141","DOIUrl":"https://doi.org/10.1287/stsc.2021.0141","url":null,"abstract":"We examine the progress of the evolutionary research on innovation, the firm, and the dynamics of industries in the last four decades. The paper acknowledges that the themes related to knowledge and technological regimes, the evolutionary processes leading to innovation, and the long-term dynamics of technologies have generated, and still remain, relevant research trajectories. The same can be said for the research trajectories on organizational and dynamic capabilities, evolutionary strategies, vertical integration, diversification, niche construction, and authority and power in organizations. Important progress has also been made in understanding the evolutionary trajectories of industries, the link between industry architecture and industry dynamics, the types of knowledge of entrants, the role of focal and vertical spinouts, the relevance of institutions and sectoral innovation systems in industry dynamics, and the catch-up process by firms from latecomer countries. We argue that future developments in the evolutionary camp should continue to be characterized by eclecticism and multidisciplinarity, as well as by the integration of different methodologies from cases to stylized facts, quantitative analyses, appreciative theorizing, and formal modelling. We conclude with an analysis of the main methodologies used by evolutionary scholars and a discussion of the road ahead.","PeriodicalId":45295,"journal":{"name":"Strategy Science","volume":null,"pages":null},"PeriodicalIF":3.9,"publicationDate":"2021-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48935478","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 14

Editorial: Looking Forward 社论：展望未来

IF 3.9

Strategy Science Pub Date : 2021-12-01 DOI: 10.1287/stsc.2021.0153

R. Nelson

引用次数: 0

Introduction to the Strategy Science Special Issue on Evolutionary Approaches to Innovation, the Firm, and the Dynamics of Industries 战略科学特刊导论:创新、企业和产业动态的进化方法

IF 3.9

Strategy Science Pub Date : 2021-12-01 DOI: 10.1287/stsc.2021.0140

G. Cattani, F. Malerba

引用次数: 0