Journal of Business Strategy最新文献

{"title":"The contribution of digitization to successful international expansion: lessons from Decathlon’s strategic movements","authors":"Philippe Rebière, Olivier Braun","doi":"10.1108/jbs-07-2023-0142","DOIUrl":"https://doi.org/10.1108/jbs-07-2023-0142","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to explain to what extent digitization is an opportunity to international development of the firm by drawing on the international expansion of the French Decathlon group. The retailer and manufacturer have adopted a number of interesting strategies, following “specific movements,” as the authors have noted.\u0000\u0000\u0000Design/methodology/approach\u0000Data were collected using the Europress database. The authors compiled press articles about the development of the Decathlon company and discussed the various stages of the brand's growth to enhance understanding and propose refinements to the current knowledge of companies' internationalization.\u0000\u0000\u0000Findings\u0000The findings support the idea that digitization of the distribution and production chain reduces transaction costs and accelerates the conquest of market share. Digitization brings new experiential knowledge to companies and facilitates internationalization. Decathlon's success lies not in its resources or in the art of managing its internal capabilities, but rather in the ability to combine organizational resources with key external capabilities (development of technological partnerships).\u0000\u0000\u0000Originality/value\u0000The originality of this research lies in the logic of deepening the steps of companies’ internationalization integrating new technologies that shift current comprehension of this phenomenon. After the COVID-19 period, digitization is accelerated and represent threats and probably opportunities to break down barriers to companies’ abroad expansion.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141823046","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}

{"title":"Regenerating after a global crisis: a case study of resilience","authors":"Anne-Sophie Thelisson, Olivier Meier","doi":"10.1108/jbs-01-2023-0015","DOIUrl":"https://doi.org/10.1108/jbs-01-2023-0015","url":null,"abstract":"\u0000Purpose\u0000Organizational resilience, defined by a firm’s speed in reaching a dynamic equilibrium after a shock and after the shocks are absorbed, and crisis management are critical in a global crisis. The concept of resilience is increasingly used in the economic press; nevertheless, few studies demonstrate empirically how firms became resilient and the lessons to be learned from it. Traditionally, the concept of resilience is approached as resistance in the face of a crisis. The authors go further by showing three-loop learning, which is part of a logic of innovation and regeneration. This study aims to examine how a business can regenerate itself by effectively managing the external threats and disruptions caused by a crisis. Also, this study deepens knowledge on learning process. The double-loop learning process is known in the literature as enabling firms to learn from unexpected events and react accordingly. The findings point out a third loop implying the co-invention of a new business model and a collective mindfulness of changes made.\u0000\u0000\u0000Design/methodology/approach\u0000Using longitudinal data, the authors investigate how the global crisis affects merger negotiations between two companies. This study analyzes the period of dialogue (negotiation) between the two entities with a view to carrying out a merger and then their withdrawal from the project during the pandemic, reshuffling the cards for each company. The negotiation period is not normally disclosed because of its highly confidential and strategic nature and it is therefore difficult for researchers to access merger operations at the negotiation stage. From this viewpoint, this case study was chosen because of the availability of generally inaccessible documentation.\u0000\u0000\u0000Findings\u0000This in-depth case study provides new insights on organizational resilience and the recovery capacity of a firm. The results underline four main triggers that a firm should develop in facing a major crisis: skills; credits; previous and historical relationships; and corporate culture. Recovery capacity depends on reactivity, flexibility, learning and regeneration. Finally, this study points out a three-loop learning experience that can be understood as a learning process in two steps to generate lasting and adaptive changes.\u0000\u0000\u0000Research limitations/implications\u0000The limitations are those concerning a single case study.\u0000\u0000\u0000Practical implications\u0000This study highlights the ability to deal with unexpected events. First, this work identifies concrete items that can be perceived by managers as elements enabling a firm to develop resilience. Second, the results show main elements enabling this capacity as reactivity – both companies react quickly and effectively to disturbances to limit the impact on their performance; or flexibility – firms adapt their business model to deal with disruptions. Third, this work underlines a learning capacity process in three steps to recover capacity. This process stimulates creativity and in","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"32 38","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139782004","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}

{"title":"Regenerating after a global crisis: a case study of resilience","authors":"Anne-Sophie Thelisson, Olivier Meier","doi":"10.1108/jbs-01-2023-0015","DOIUrl":"https://doi.org/10.1108/jbs-01-2023-0015","url":null,"abstract":"\u0000Purpose\u0000Organizational resilience, defined by a firm’s speed in reaching a dynamic equilibrium after a shock and after the shocks are absorbed, and crisis management are critical in a global crisis. The concept of resilience is increasingly used in the economic press; nevertheless, few studies demonstrate empirically how firms became resilient and the lessons to be learned from it. Traditionally, the concept of resilience is approached as resistance in the face of a crisis. The authors go further by showing three-loop learning, which is part of a logic of innovation and regeneration. This study aims to examine how a business can regenerate itself by effectively managing the external threats and disruptions caused by a crisis. Also, this study deepens knowledge on learning process. The double-loop learning process is known in the literature as enabling firms to learn from unexpected events and react accordingly. The findings point out a third loop implying the co-invention of a new business model and a collective mindfulness of changes made.\u0000\u0000\u0000Design/methodology/approach\u0000Using longitudinal data, the authors investigate how the global crisis affects merger negotiations between two companies. This study analyzes the period of dialogue (negotiation) between the two entities with a view to carrying out a merger and then their withdrawal from the project during the pandemic, reshuffling the cards for each company. The negotiation period is not normally disclosed because of its highly confidential and strategic nature and it is therefore difficult for researchers to access merger operations at the negotiation stage. From this viewpoint, this case study was chosen because of the availability of generally inaccessible documentation.\u0000\u0000\u0000Findings\u0000This in-depth case study provides new insights on organizational resilience and the recovery capacity of a firm. The results underline four main triggers that a firm should develop in facing a major crisis: skills; credits; previous and historical relationships; and corporate culture. Recovery capacity depends on reactivity, flexibility, learning and regeneration. Finally, this study points out a three-loop learning experience that can be understood as a learning process in two steps to generate lasting and adaptive changes.\u0000\u0000\u0000Research limitations/implications\u0000The limitations are those concerning a single case study.\u0000\u0000\u0000Practical implications\u0000This study highlights the ability to deal with unexpected events. First, this work identifies concrete items that can be perceived by managers as elements enabling a firm to develop resilience. Second, the results show main elements enabling this capacity as reactivity – both companies react quickly and effectively to disturbances to limit the impact on their performance; or flexibility – firms adapt their business model to deal with disruptions. Third, this work underlines a learning capacity process in three steps to recover capacity. This process stimulates creativity and in","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"198 ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139841891","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}

{"title":"How luxury brands appeal to young consumers: a different focus","authors":"Christine Ye, Yuna Kim","doi":"10.1108/jbs-07-2023-0147","DOIUrl":"https://doi.org/10.1108/jbs-07-2023-0147","url":null,"abstract":"\u0000Purpose\u0000Advances in digital technologies coupled with the shift toward sustainable consumption present promising opportunities for luxury fashion brands to engage younger consumers. To this end, this paper aims to provide a forward-looking approach to creating luxury experiences targeted toward young consumers by proposing a new experience consumption framework.\u0000\u0000\u0000Design/methodology/approach\u0000This paper presents a viewpoint on creating luxury experiences that address the changing dynamics of the luxury industry by responding to the disruptive surge of young consumers and their growing preference for digital connections.\u0000\u0000\u0000Findings\u0000The authors develop a new experience consumption framework which demonstrates how luxury brands can successfully engage young consumers and fulfill their desire to share experiences with others by leveraging sustainable participation and digital technologies. The framework identifies different sustainable and digitally immersive experiences that luxury brands can incorporate for their young consumers.\u0000\u0000\u0000Originality/value\u0000This paper offers important managerial insights for luxury fashion brand marketers and identifies future research opportunities to advance knowledge in this field.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"8 20","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139803828","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}

{"title":"How luxury brands appeal to young consumers: a different focus","authors":"Christine Ye, Yuna Kim","doi":"10.1108/jbs-07-2023-0147","DOIUrl":"https://doi.org/10.1108/jbs-07-2023-0147","url":null,"abstract":"\u0000Purpose\u0000Advances in digital technologies coupled with the shift toward sustainable consumption present promising opportunities for luxury fashion brands to engage younger consumers. To this end, this paper aims to provide a forward-looking approach to creating luxury experiences targeted toward young consumers by proposing a new experience consumption framework.\u0000\u0000\u0000Design/methodology/approach\u0000This paper presents a viewpoint on creating luxury experiences that address the changing dynamics of the luxury industry by responding to the disruptive surge of young consumers and their growing preference for digital connections.\u0000\u0000\u0000Findings\u0000The authors develop a new experience consumption framework which demonstrates how luxury brands can successfully engage young consumers and fulfill their desire to share experiences with others by leveraging sustainable participation and digital technologies. The framework identifies different sustainable and digitally immersive experiences that luxury brands can incorporate for their young consumers.\u0000\u0000\u0000Originality/value\u0000This paper offers important managerial insights for luxury fashion brand marketers and identifies future research opportunities to advance knowledge in this field.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"6 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139863711","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}

{"title":"Digital transformation: strategy comes first to lay the groundwork","authors":"L. Kringelum, Casper Gamborg Holm, Jens Holmgren, O. Friis, Katrine Freja Jensen","doi":"10.1108/jbs-09-2023-0199","DOIUrl":"https://doi.org/10.1108/jbs-09-2023-0199","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to contribute to the successful implementation of digitalization by exploring what characterizes strategy work undertaken by companies that have achieved digital transformation. Based on empirical data, the authors delineate five essential strategic actions that are prerequisites for digital transformation: discuss and communicate the vision and strategy; align resources and activities with the strategy; ensure a continuous focus on operational improvements and efficiency; create an orientation toward customer or user needs and expectations; and develop the competencies of top managers, middle managers and employees.\u0000\u0000\u0000Design/methodology/approach\u0000Between January 2021 and February 2022, the authors conducted a survey on strategy work in Danish organizations with 2,251 respondents. The respondents encompass top managers, middle managers and employees representing 1,164 organizations.\u0000\u0000\u0000Findings\u0000The authors identify five strategic actions that positively influence whether organizations incorporate digitalization into their strategy work. These strategic actions can support organizations in their strategy work regarding digital transformation and offer valuable insights and inspiration for leaders currently undertaking the journey of digital transformation.\u0000\u0000\u0000Research limitations/implications\u0000Based on the empirical data, it is not possible to deem one action as more important than another in the context of digital transformation, as each action contributes significantly to facilitating the process. Given the nature of empirical data, the strategic actions reflect correlation rather than causation.\u0000\u0000\u0000Originality/value\u0000The empirical insights provide valuable practical guidance for leaders in managing digital transformation as a part of strategy work, which is typically discussed in a more conceptual manner. In addition, the authors identify new areas for further in-depth exploration in practice.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"108 51","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139615340","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}

{"title":"Resilience and performance: capturing their synergy for ongoing success","authors":"Jacques Bughin","doi":"10.1108/jbs-07-2022-0114","DOIUrl":"https://doi.org/10.1108/jbs-07-2022-0114","url":null,"abstract":"Purpose Most companies struggle to meet the dual goals of sustaining competitive advantage and ensuring high resilience during crises. Those that do, research tells, adapt their operational practices along the crisis cycle, combining an effective cost approach at the start of a crisis, while quickly relaunching their investment to grow ahead of competition, just when they learn that the crisis is peaking, and not too late, when the crisis is over. This cycle alignment is possibly the crucial, but not the only, factor for success. We update early research to show that companies succeeding in this dual objective also take a proactive strategy approach of capturing the complementarities between both performance and resilience during a period of high turbulence. This complementarity relies on exploiting dynamic capabilities common to both resilience and performance, and on leveraging the resilience process as a foundation for strategic renewal going forward. Design/methodology/approach The research relies on case studies, complemented by an original survey sample, collected just after the peak of the covid-19 pandemic, of 4,000 multinational firms spread across 18 industries termed NACE2, a statistical classification of economic activities in the European Community. This study included 10 countries outside the European Community. The sample collects information on five core enterprise capabilities (agility, innovativeness, active ecosystem play and digital/sustainability maturity, flexible work practices) and uses a variety of quantitative techniques to assess that existence and size of synergies captured by firms. Findings Companies meeting the dual goal of resilience and performance are more than doubling their rate of profit growth relatively to peers, after the peak of the crisis, by leveraging of synergies between performance and resilience. Originality/value The topic is essential for management, given the elevated turbulence. This research confirms that resilience and performance are synergistic and helps make companies using each crisis boost performance forward.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"4 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139213225","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}

{"title":"Netflix: rise, fall and recovery","authors":"Deanna de Zilwa","doi":"10.1108/jbs-08-2023-0177","DOIUrl":"https://doi.org/10.1108/jbs-08-2023-0177","url":null,"abstract":"Purpose Netflix is the market leader in the streaming entertainment industry. In 2020 and 2021, Netflix’s subscriber numbers and revenue increased. During the first two quarters of 2022, Netflix lost millions of subscribers, revenue and profit declined and its share price and market capitalization deteriorated. The purpose of this study is to investigate how and why a company with such a strong track record as Netflix can experience this crisis and, most importantly, how it overcame the crisis and returned to growth. Design/methodology/approach This case study investigates Netflix’s rise, fall and recovery between 2020 and 2023 using qualitative research methods. It examines earnings calls, transcripts and letters to shareholders as well as the views of investment analysts, journalists and academics. Findings Netflix turned its fortunes around because its leaders faced the crisis head-on. They acknowledged that previous strategic decisions were no longer working, that no advertisements were on the platform and that there was no account sharing and they reversed these decisions. Netflix also realized that it needed to innovate, so it partnered with Microsoft to execute its go-to-market with advertising. It also launched games, made strategic acquisitions of gaming studios and developed its capabilities with new products. Originality/value This is a valuable case study. Investigating how a company as successful as Netflix can encounter a severe decline and how it changed its strategies and tactics to reverse the decline provides important lessons for other companies.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"6 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139231210","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}

{"title":"Safeguarding trust in a digital ecosystem","authors":"Marcos Aguiar, Jeff Kiderman, Harsha Chandra Shekar, Oliver Schilke","doi":"10.1108/jbs-08-2023-0157","DOIUrl":"https://doi.org/10.1108/jbs-08-2023-0157","url":null,"abstract":"Purpose The purpose of this paper is to elaborate the significance of safeguards in digital ecosystems and their role in generating trust among participants. This paper argues that the right mix and number of safeguards are crucial for an ecosystem’s growth and success. It offers ecosystem orchestrators concrete guidelines for how to implement and monitor safeguards. Design/methodology/approach This research is based on both consulting experience and publicly available information on several digital ecosystems. Findings This research conceptualizes safeguards as precautionary mechanisms that mandate or promote desirable behavior in an effort to engender trust among ecosystem participants. Safeguards can take various forms, including passwords, escrow, user privacy controls, ratings and reviews and policies and contracts. Striking the right balance of safeguards – neither too few nor too many – is crucial for ecosystem orchestrators. This paper identifies the factors that determine the optimal mix of safeguards, including the power asymmetry between sellers and buyers, the sophistication of participants, the nature of transactions, the cost of negative outcomes and the cost-benefit tradeoff. Originality/value To the best of the authors’ knowledge, this study is one of the first to illuminate the relationship between safeguards and trust in the context of digital ecosystem. It is also one of the few attempts to provide managerial guidance for ecosystem designers trying to structure their platform for trust.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"12 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139253374","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}

{"title":"How to succeed with an AI-first strategy?","authors":"Mika Ruokonen, P. Ritala","doi":"10.1108/jbs-08-2023-0178","DOIUrl":"https://doi.org/10.1108/jbs-08-2023-0178","url":null,"abstract":"Purpose The purpose of this paper is to identify the potential and the challenges for different firms in adopting an AI-first strategy. The study attempts to discern if any company can prioritize AI at the forefront of their strategic plans. Design/methodology/approach Drawing from illustrative examples from well-known AI-leaders like Netflix and Spotify, as well as from upcoming AI startups and industry incumbents, the paper explores the strategic role of AI in core business processes and customer value creation. It also discusses the advent and implications of generative AI tools since late 2022 to firms’ business strategies. Findings The authors identify three types of AI-first strategies, depending on firms’ starting points: digital tycoon, niche carver and asset augmenter. The authors discuss how each strategy can aim to achieve data, algorithmic and execution advantages, and what the strategic bottlenecks and risks are within each strategy. Originality/value To the best of the authors’ knowledge, this paper is the first to systematically describe how companies can form “AI-first” strategies from different starting points. This study includes actionable examples from known industry players to more emerging startups and industrial incumbents.","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"3 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139262563","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}