Business Horizons最新文献_第4页

Capital asymmetry: A lens for strategic analysis 资本不对称：战略分析的一个镜头

IF 7 3区管理学

Business Horizons Pub Date : 2026-05-01 Epub Date: 2025-05-23 DOI: 10.1016/j.bushor.2025.05.003

Richard T. Watson, Hani Safadi

{"title":"Capital asymmetry: A lens for strategic analysis","authors":"Richard T. Watson, Hani Safadi","doi":"10.1016/j.bushor.2025.05.003","DOIUrl":"10.1016/j.bushor.2025.05.003","url":null,"abstract":"<div><div>Capital asymmetry exists when an organization has an integrated set of resources that facilitates a competitive advantage. For example, Apple’s tight integration of software and hardware (organizational capital) and reputable brand (symbolic capital) enables it to earn around a 30% profit margin. Asymmetries are created by developing exceptional capital. A capital-based advantage might be emulated, but the successful first mover usually gains a market share increase that is difficult for the imitators to erode. The article identifies the types of capital asymmetries an organization can work toward. The disruptive effects of developing a capital asymmetry appear when we dissect critical transitions in automotive market share and profits via examining Ford, GM, Toyota, BMW, Tesla, and BYD. The automotive industry oscillates between relatively long periods of incremental modification and abrupt radical change when a new asymmetry emerges, and the redistribution of market share and profits persists until the next capital asymmetry arrives. As the automotive industry transitions from internal combustion engines to electric motors, incumbents and newcomers seeking a successful business model can learn from more than a century of capital asymmetry-based competition. Therefore, this article introduces a capital asymmetry analysis grid to assist an enterprise’s search for a competitive capital asymmetry and the planning and implementation of capital asymmetry.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"69 3","pages":"Pages 395-405"},"PeriodicalIF":7.0,"publicationDate":"2026-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147871985","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

From the US–China decoupling to a multifoci network: MNCs’ adaptive responses 从中美脱钩到多焦点网络：跨国公司的适应性反应

IF 7 3区管理学

Business Horizons Pub Date : 2026-05-01 Epub Date: 2025-04-10 DOI: 10.1016/j.bushor.2025.04.007

Md Tareq Bin Hossain , Irina Naoumova , Nazly Katherine Nardi , Ru-Shiun Liou

{"title":"From the US–China decoupling to a multifoci network: MNCs’ adaptive responses","authors":"Md Tareq Bin Hossain , Irina Naoumova , Nazly Katherine Nardi , Ru-Shiun Liou","doi":"10.1016/j.bushor.2025.04.007","DOIUrl":"10.1016/j.bushor.2025.04.007","url":null,"abstract":"<div><div>The ongoing United States (US) and China decoupling has intensified uncertainty in global trade, compelling multinational corporations (MNCs) to reassess and restructure their resource dependencies and adapt to the new global environment. Drawing on resource dependency theory (RDT) and institutional theory, this study examines the impact of the US–China decoupling on MNCs and highlights their actions for navigating the resulting complexities. To address these complexities, MNCs are strategically relocating their operations to other emerging economies like Latin America, the Caribbean, Africa, India, or ASEAN nations. This process of MNC relocations will lead to a multifoci network economy, in which firms develop resilience via regional diversification and institutional adaptation. By reconfiguring their operations, MNCs not only navigate geopolitical disruptions but also enhance long-term sustainability and competitive advantage. This study contributes to the literature by providing a theoretical and practical framework for understanding how MNCs proactively manage uncertainty amid shifting global trade dynamics.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"69 3","pages":"Pages 319-334"},"PeriodicalIF":7.0,"publicationDate":"2026-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147871988","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Unlocking the benefits of direct-to-consumer (DTC) strategies without alienating dealers 在不疏远经销商的情况下，释放直接面向消费者（DTC）战略的好处

IF 7 3区管理学

Business Horizons Pub Date : 2026-05-01 Epub Date: 2025-04-30 DOI: 10.1016/j.bushor.2025.04.011

Johanna Knapp , Heiko Gebauer , Felix Wortmann

{"title":"Unlocking the benefits of direct-to-consumer (DTC) strategies without alienating dealers","authors":"Johanna Knapp , Heiko Gebauer , Felix Wortmann","doi":"10.1016/j.bushor.2025.04.011","DOIUrl":"10.1016/j.bushor.2025.04.011","url":null,"abstract":"<div><div>This study examines the evolving role of direct-to-consumer (DTC) strategies among product manufacturers, with a particular focus on their relationship with dealer-based customer engagement. While moving closer to customers via DTC models offers significant benefits (e.g., enhanced brand identity, improved competitive positioning, valuable data insights, and increased customer retention), these strategies can also generate tension with traditional dealer networks. Such tensions give rise to the DTC paradox, in which DTC initiatives fail to deliver anticipated returns and strain dealer relationships. Drawing on four in-depth case studies from leading international manufacturers, this article outlines a framework for implementing DTC strategies across key phases of the customer journey: awareness, purchasing, usage, and retention. The findings demonstrate that rather than bypassing dealers, manufacturers can achieve better outcomes by integrating dealers into their DTC strategies. This hybrid approach reduces channel conflict, enhances digital engagement, and fosters stronger, long-term customer relationships. Our study contributes to the literature on omnichannel marketing, hybrid sales models, and coopetition, offering actionable insights for manufacturers navigating the challenges of digital transformation while maintaining productive dealer collaborations.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"69 3","pages":"Pages 353-368"},"PeriodicalIF":7.0,"publicationDate":"2026-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147871990","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

A SPARC for bridging the research-policy gap 一个旨在弥合研究与政策差距的SPARC

IF 7 3区管理学

Business Horizons Pub Date : 2026-05-01 Epub Date: 2025-04-05 DOI: 10.1016/j.bushor.2025.04.002

Jonathan M. Bird , Herman Aguinis

{"title":"A SPARC for bridging the research-policy gap","authors":"Jonathan M. Bird , Herman Aguinis","doi":"10.1016/j.bushor.2025.04.002","DOIUrl":"10.1016/j.bushor.2025.04.002","url":null,"abstract":"<div><div>A novel research-policy gap exists in management. Encouragingly, some journals (e.g., <em>Business Horizons</em>) have purpose or mission statements that explicitly call for business practice implications in manuscript submissions. However, these journals rarely call for policy implications, even though such implications may have a broader impact on business practice. Moreover, researchers lack concrete and actionable guidance for bridging the research-policy gap. As such, we address this challenge by developing SPARC: a framework that helps management scholars design impactful research and derive policy implications. SPARC is an acronym for <em>societal challenge</em> (S), <em>pragmatism</em> (P), <em>action</em> (A), <em>result</em> (R), and <em>connections</em> (C). In this article, we describe each component and provide specific, sequential, and actionable steps for maneuvering this framework. We aim not just to tell but also to show its effectiveness and usefulness in enhancing research’s impact on policymaking, and we demonstrate how to apply SPARC for research planning and dissemination. By narrowing the research-policy gap, SPARC provides researchers with actionable tools to become policademics, thereby improving the field of management’s societal impact, relevance, and stature.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"69 3","pages":"Pages 307-318"},"PeriodicalIF":7.0,"publicationDate":"2026-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147871982","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Redline innovations: Strategic responses to stakeholder opposition in innovation management 红线创新：创新管理中利益相关者反对的战略回应

IF 7 3区管理学

Business Horizons Pub Date : 2026-05-01 Epub Date: 2025-05-23 DOI: 10.1016/j.bushor.2025.05.002

Olivia Scheibel , Amir Bahman Radnejad , Oleksiy Osiyevskyy

{"title":"Redline innovations: Strategic responses to stakeholder opposition in innovation management","authors":"Olivia Scheibel , Amir Bahman Radnejad , Oleksiy Osiyevskyy","doi":"10.1016/j.bushor.2025.05.002","DOIUrl":"10.1016/j.bushor.2025.05.002","url":null,"abstract":"<div><div>When pursuing economically advantageous innovation projects, it is common for firms to face strong opposition from nonmarket stakeholders like governments, NGOs, and activist groups. This article introduces the concept of a <em>redline innovation</em>, referring to innovation projects that, while economically advantageous to a firm, encounter substantial resistance from nonmarket stakeholders. Implementing effective innovation strategies in these contentious scenarios is crucial, as failure can result in erosion of competitive edge, missed economic opportunities, reputational damage, and operational disruptions. Grounded in nonmarket strategy theorizing, our strategic framework explains how firms might respond to pressures against redline innovations. Categorizing these responses into three strategic themes—backing away, bridging, and buffering—across variable engagement levels (none, reactive, proactive), we identify nine distinct strategies firms can adopt when confronting nonmarket stakeholder backlash against an innovative project. The analysis reveals that the choice of strategy significantly impacts a firm’s ability to maintain legitimacy, manage risks, and achieve economic benefits. We provide actionable insights for managers and policymakers, emphasizing the need for a nuanced approach to managing nonmarket stakeholder opposition in innovation processes while recognizing that innovation contexts are dynamic and can evolve over time. Our findings are intended to enhance both strategic decision-making and policy formulation in contentious innovation landscapes.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"69 3","pages":"Pages 379-394"},"PeriodicalIF":7.0,"publicationDate":"2026-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147871984","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Self-driving labs: The new frontier for GenAI-driven marketing research 自动驾驶实验室：基因驱动营销研究的新前沿

IF 7 3区管理学

Business Horizons Pub Date : 2026-05-01 Epub Date: 2025-06-06 DOI: 10.1016/j.bushor.2025.06.001

Erik Hermann

{"title":"Self-driving labs: The new frontier for GenAI-driven marketing research","authors":"Erik Hermann","doi":"10.1016/j.bushor.2025.06.001","DOIUrl":"10.1016/j.bushor.2025.06.001","url":null,"abstract":"<div><div>Generative artificial intelligence (GenAI) is not only becoming central to marketing research, but it can also enable the transition to fully autonomous marketing research. This article introduces a new approach to marketing research inspired by self-driving laboratories (SDLs), or autonomous research systems originally used in scientific fields (e.g., chemistry) to accelerate discovery via real-time, closed-loop experimentation. I lay out a framework for GenAI-driven marketing research that shows how GenAI can autonomously generate hypotheses, create and test marketing content and stimuli, and continuously improve results using real and synthetic consumer data. By integrating SDL principles like the design-make-test-analyze (DMTA) cycle, synthetic data use, multiobjective optimization, and parallel experimentation, this approach allows marketers to simulate, experiment, and adapt at scale. In addition, I highlight emerging real-world applications and conclude with recommendations for effectively and responsibly deploying GenAI-driven, SDL-inspired marketing research systems. As such, this work can inform and inspire marketers aiming to build more adaptive, data-driven, efficient, and scalable research systems.</div></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"69 3","pages":"Pages 407-418"},"PeriodicalIF":7.0,"publicationDate":"2026-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"147871986","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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

Inside front cover - ed board 内部前盖板

IF 7 3区管理学

Business Horizons Pub Date : 2026-05-01 Epub Date: 2026-05-12 DOI: 10.1016/S0007-6813(26)00039-X

引用次数: 0

Modern slavery due diligence: A framework for business 现代奴隶制尽职调查：商业框架

IF 7 3区管理学

Business Horizons Pub Date : 2026-05-01 Epub Date: 2025-04-24 DOI: 10.1016/j.bushor.2025.04.009

Katherine Leanne Christ , Roger Leonard Burritt

引用次数: 0

Managing spillover crises in the age of GenAI GenAI时代的溢出危机管理

IF 7 3区管理学

Business Horizons Pub Date : 2026-05-01 Epub Date: 2025-10-28 DOI: 10.1016/j.bushor.2025.10.006

Yijing Wang , Daniel Laufer

引用次数: 0

Cloud meets customer: IT service providers in the public cloud ecosystem 云与客户相遇：公共云生态系统中的IT服务商

IF 7 3区管理学

Business Horizons Pub Date : 2026-05-01 Epub Date: 2025-04-25 DOI: 10.1016/j.bushor.2025.04.008

Sven Depner , Alexander Richter

引用次数: 0