Journal of Business Strategy最新文献

{"title":"Key pillars in a business ecosystem success","authors":"Josep Alet","doi":"10.1108/jbs-05-2022-0077","DOIUrl":"https://doi.org/10.1108/jbs-05-2022-0077","url":null,"abstract":"\u0000Purpose\u0000This paper aims to explore the dimensions that foster the accomplishment of goals of business ecosystems.\u0000\u0000\u0000Design/methodology/approach\u0000The paper reviews recent contributions to business ecosystems and identifies the key pillars that support the achievement of good results.\u0000\u0000\u0000Findings\u0000The paper suggests that entanglement with the customers, value sharing based on a holistic win-win approach, organizational entrepreneurship alignment and continuous smart learning are four dimensions of criticality for designing an effective business ecosystem. These four dimensions nurture the relationships between participants and external actors to make ecosystems successful. Entanglement with the customer is critical to the long-term relevance of the value proposition that reinforces companies’ relationships within the second pillar of value sharing in a win-win system. The development is structured in an organizational alignment where entrepreneurship is the engine, from the employees themselves to the largest corporations, and is enriched with continuous learning based on the exploitation of knowledge and big data.\u0000\u0000\u0000Research limitations/implications\u0000The paper identifies a set of four pillars of business ecosystem design for further empirical analysis by ecosystem researchers.\u0000\u0000\u0000Practical implications\u0000The paper provides managers and professionals with strategies to develop effective growth within business ecosystems.\u0000\u0000\u0000Originality/value\u0000The authors contribute a fresh perspective to the business ecosystems literature by identifying four key pillars of success in the current business landscape.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44515598","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":"Balancing strategic renewal, cost and efficiency: a case study in digital transformation","authors":"Ke Wang, Zhichao Zhang, Jie Xiong, Hongwei Li, Haibo Liu, Huimin Ma","doi":"10.1108/jbs-05-2022-0087","DOIUrl":"https://doi.org/10.1108/jbs-05-2022-0087","url":null,"abstract":"\u0000Purpose\u0000Recent studies have indicated that digital transformation can benefit an organization’s strategic renewal. However, there is little knowledge on how business executives engage in digital transformation for this purpose, especially in the service sectors of emerging markets. Therefore, this study aims to examine how business managers accomplish strategic renewal through digital transformation in emerging markets.\u0000\u0000\u0000Design/methodology/approach\u0000The authors conducted a longitudinal single case study of a leading business firm in China’s real estate industry, China Overseas Land & Investment Ltd. (COLI). Results of the analysis of semistructured interviews and rich secondary data allowed us to better understand how business managers react to changing customer demands by building and implementing divergent digital tools to fulfill strategic renewal.\u0000\u0000\u0000Findings\u0000The results showed that business executives of COLI developed the Whole Life Cycle Management System, to achieve strategic renewal. The system benefits resource allocation and potential adjustments to strategic goals. This study also helps update the organizational structure of the marketing and consumer services departments, helping better satisfy consumers’ demands and waste fewer resources. Thus, COLI accomplished structural, contextual and leadership-based ambidexterity.\u0000\u0000\u0000Originality/value\u0000This study provides a fresh understanding of the link between digitalization and strategic renewal by providing a fine-grained analysis of leading service providers in emerging markets. To the best of the authors’ knowledge, this study is among the first to investigate the role of digital transformation in strategic renewal from an ambidexterity perspective.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47012985","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":"Are we talking about merger or acquisition? Defining the integration process","authors":"Anne-Sophie Thelisson","doi":"10.1108/jbs-02-2022-0037","DOIUrl":"https://doi.org/10.1108/jbs-02-2022-0037","url":null,"abstract":"\u0000Purpose\u0000When talking about mergers and acquisitions (M&As), few announcements clearly define if the operation will deal with a merger (where firms have an equal-to-equal relation) or acquisition (when one firm is in control of the operation and decides the integration process). Operations are commonly labeled M&A. Nevertheless, mergers remain rare, and the authors see that most of the time, operations designed and integrated with firms as equals end in the control of one of the entities over the other.\u0000\u0000\u0000Design/methodology/approach\u0000The authors investigate how two CEOs and their managers communicate during the due diligence period of a merger. The author describes the project merger of two French companies using longitudinal data.\u0000\u0000\u0000Findings\u0000This in-depth case study provides new insights into the due diligence period and the differences between M&As. The findings highlight how the decision to add an associate from a rival firm to the board ended the merger project as the situation evolved toward an acquisition in CEOs’ minds.\u0000\u0000\u0000Research limitations/implications\u0000The limitations are those concerning a single case study.\u0000\u0000\u0000Practical implications\u0000The paper highlights the complexity of merger negotiations and the unexpected events faced by stakeholders. The analysis, thus, contributes to an inclusive and integrative view of the challenges in the due diligence process, whereas first defining the operation as a merger or an acquisition is a first step in identifying the degree to which autonomy and interdependence will be given across firms, and how some strategic decisions will be implemented. This case study highlights two specific items that can be understood by managers as key elements in deal success: defining operations as a merger or an acquisition help internal and external stakeholders in planning the operation; leaving space for adjustment among partners engaged in negotiations during the due diligence period is also useful.\u0000\u0000\u0000Social implications\u0000Despite their frequency, merger and acquisition failures remain surprisingly high. This paper explores how stakeholders deal with merger negotiations.\u0000\u0000\u0000Originality/value\u0000The case provides insights into the due diligence period and the way minor events can impact the planned integration. Theoretical concepts and empirical findings from the literature are combined to present a single consistent picture. To the best of the authors’ knowledge, few studies address insights on strategic decisions made as the negotiation period remains a secret and sensitive stage, especially for a failed deal, but we were able to delve beneath the surface.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45046155","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":"Corporate venturing strategy of emerging market multinational enterprises","authors":"F. Ohara, R. Mefford","doi":"10.1108/jbs-12-2021-0195","DOIUrl":"https://doi.org/10.1108/jbs-12-2021-0195","url":null,"abstract":"\u0000Purpose\u0000This study aims to examine the corporate venturing strategy of successful emerging market multinational enterprises and discern commonalities and useful tactics for other firms attempting to follow in their footsteps. Understanding the corporate venturing strategies used by these successful firms may be instructive for other firms whether from emerging markets or developed countries.\u0000\u0000\u0000Design/methodology/approach\u0000This authors selected 11 multinationals in emerging markets for this study, from a variety of industries in China, India, Brazil, Mexico, Taiwan and South Korea. Success here is defined as rapid international expansion, increased revenue and greater innovation capacity. These firms have become globally competitive against established companies from the developed countries.\u0000\u0000\u0000Findings\u0000Some commonality in corporate venturing strategy has been found along with factors that have contributed to this use being effective. They may provide some worthwhile examples for other firms, both in developing and developed countries.\u0000\u0000\u0000Originality/value\u0000The contributions of this research are to add to the understanding of how some multinationals from developing countries have been able to rapidly build up their capabilities to become successful global competitors through their corporate venturing strategy.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42819473","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":"Lack of Association between Seropositivity of Vasculopathy-Related Viruses and Moyamoya Disease.","authors":"Yasuhisa Nakamura, Yohei Mineharu, Takahiko Kamata, Takeshi Funaki, Susumu Miyamoto, Akio Koizumi, Kouji H Harada","doi":"10.1016/j.jstrokecerebrovasdis.2022.106509","DOIUrl":"10.1016/j.jstrokecerebrovasdis.2022.106509","url":null,"abstract":"<p><strong>Objectives: </strong>Although the association between genetic factors, such as RNF213 mutations, and moyamoya disease (MMD) has been well investigated, environmental factors are largely undetermined. Thus, we aimed to examine whether viral infection increases the risk of MMD.</p><p><strong>Materials and methods: </strong>To eliminate the effect of presence or absence of the RNF213 p.R4810K mutation, the entire study population was positive for this mutation. We collected whole blood from 111 patients with MMD (45 familial and 66 sporadic cases) and 67 healthy volunteers, and we measured the immunoglobulin G titer of 11 viruses (cytomegalovirus, varicella-zoster virus, measles virus, rubella virus, herpes simplex virus, mumps virus, Epstein-Barr virus, human parvovirus B19, human herpesvirus 6 [HHV6], human herpesvirus 8, and John Cunningham virus) that were presumed to be associated with vasculopathy using the enzyme-linked immunosorbent assay. Positivity for past viral infection was determined by cut-off values obtained from previous reports and the manufacturer's instructions, and the positive rate was compared between cases and age- and sex-matched controls. We performed familial case-specific and sporadic case-specific analyses, as well as a case-control analysis.</p><p><strong>Results: </strong>There was no significant difference in the positive rate between the case group and the control group in any of the analyses. A significant difference was only observed in the combined case-control analysis for HHV6 (p = 0.046), but the viral antibody-positive rate in control individuals was higher than in MMD cases.</p><p><strong>Conclusions: </strong>Our cross-sectional study suggest that the investigated 11 viruses including HHV6 are unlikely to have an impact on MMD development.</p>","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":"5 1","pages":"106509"},"PeriodicalIF":2.0,"publicationDate":"2022-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84253044","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":"Adventures in the metaverse","authors":"P. Hirsch","doi":"10.1108/jbs-06-2022-0101","DOIUrl":"https://doi.org/10.1108/jbs-06-2022-0101","url":null,"abstract":"\u0000Purpose\u0000This paper aims to highlight the reputation risks of doing business in the metaverse.\u0000\u0000\u0000Design/methodology/approach\u0000The viewpoint is a subjective review of the technical, economic and cultural underpinnings of the metaverse from a corporate perspective.\u0000\u0000\u0000Findings\u0000While still in its infancy, the metaverse poses some reputation risks inherited from the internet and social media as well as new risks of its own.\u0000\u0000\u0000Originality/value\u0000While there have been numerous examinations of the potential perils of the metaverse, to the best of the author’s knowledge, this viewpoint is one of the first to suggest an approach to dealing systematically with its reputation risks.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42252481","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":"Health insurers: evolving into ecosystem-based service companies","authors":"Justin Jahn, S. Bohnet-Joschko","doi":"10.1108/jbs-01-2022-0018","DOIUrl":"https://doi.org/10.1108/jbs-01-2022-0018","url":null,"abstract":"\u0000Purpose\u0000This study aims to investigate whether health insurers are transforming from pure payers into ecosystem-based health service companies. The authors discuss the findings’ impact on health insurers’ business model approach and their sources of competitive advantage.\u0000\u0000\u0000Design/methodology/approach\u0000The authors conducted a multiple case study of 25 incumbent and rising health insurers from the USA, Europe and Asia-Pacific. The selection of firms was based on databases from Forbes, S&P Global Market Intelligence and Crunchbase. By performing a review of financial reports, app descriptions, corporate websites and media coverage, the authors analyzed health insurers’ digital service offerings and underlying strategic approaches for providing those services.\u0000\u0000\u0000Findings\u0000This study demonstrates that major health insurers are transforming into ecosystem-based health service companies. They expand the traditional insurance value chain by offering value-adding health services along the patient journey. The analysis results are summarized in a table displaying 18 digital service categories along core patient journey phases with corresponding examples of health insurers and underlying strategic approaches.\u0000\u0000\u0000Originality/value\u0000The role of digital services and ecosystems has been explored for many industries. This study investigates this subject area with a focus on the health insurance sector, advancing a young field of research. The analysis gives insights into the latest digital service offerings and strategic approaches of an internationally diverse set of incumbents and rising ventures.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45290308","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":"Wells Fargo: a corporate recovery model to bank on","authors":"James Welch","doi":"10.1108/jbs-03-2022-0045","DOIUrl":"https://doi.org/10.1108/jbs-03-2022-0045","url":null,"abstract":"\u0000Purpose\u0000This paper aims to center on the analysis of corporate recovery from internal ethical failure with the examination of Wells Fargo and Company. To move beyond self-inflicted reputational damage and regain sales traction, successful turnaround companies have embarked on a four-step corporate recovery process centered on four key words: Replace, Restructure, Redevelop and Re-brand. Wells Fargo is one recent addition to these recovery stories.\u0000\u0000\u0000Design/methodology/approach\u0000This paper uses Wells Fargo and Company as a case model to examine corporate recovery. Wells Fargo is just one example of multinational companies that found themselves victims of internal impropriety, poor leadership supervision and unethical strategic decision-making resulting in significant financial losses, drastic declines in stock price and damaged reputation. Using Wells Fargo as an example from the banking industry, the case study approach is an effective way of assessing the viability of the corporate recovery model in various industries.\u0000\u0000\u0000Findings\u0000The corporate recovery model has served Wells Fargo well over the past few years as the stock price climbed nearly 60% in 2021. In addition, increasingly less public discussion about the account fraud scandal has allowed the reputation of the bank to recover as well. By the last quarter of 2021, the bank saw a 15% increase in revenue and an 86% increase in net income over the previous year. It appears that CEO Scharf is well on his way to turning around the prospects for Wells Fargo and the recovery model has proven again that there is a way through self-inflicted corporate damage.\u0000\u0000\u0000Originality/value\u0000The recovery story of Wells Fargo and Company adds to the litany of successful corporate recoveries where companies have achieved unprecedented turnarounds by following the model of replacing the leadership, restructuring the organization, redeveloping the strategy and re-branding the product. Implementing this four-pronged recovery strategy can help a company not only survive their specific scandal but also move away from reputational harm and get back on a growth trajectory.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48856715","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":"FinTechs and the financial industry: partnerships for success","authors":"Pascal Ruhland, Felix Wiese","doi":"10.1108/jbs-12-2021-0196","DOIUrl":"https://doi.org/10.1108/jbs-12-2021-0196","url":null,"abstract":"\u0000Purpose\u0000The challenge of innovation and digitalization leads financial institutions and FinTechs to cooperate with each other. Therefore, it becomes more and more important to understand the why of the partnering, as success depends on it. The purpose of this paper is to derive most important common and specific strategic cooperation rationales between financial institutions and FinTechs, which serves as a value adding guideline for both parties.\u0000\u0000\u0000Design/methodology/approach\u0000This study first derives from a literature review the collaborative motives between FinTechs and financial institutions. Based on these findings, eight in-depth and semi-structured interviews with experts were conducted, providing insights as well as grading the motives\u0000\u0000\u0000Findings\u0000Starting from the FinTech perspective, the most relevant partnership motives were found to be financial return, reputation and credibility. The access primarily drives these motives to additional customer acquisition channels and a reputational quality signaling of the FinTech products or services within the market. On the other hand, the most critical incumbent motives were shown to be customer satisfaction and business model innovation. From a corporate perspective, these motives mainly incorporate the opportunity to challenge, pivot and expand the existing business model while increasing customer satisfaction via additional innovative products or services. Starting from the FinTech perspective, the most relevant partnership motives were found to be financial return, reputation and credibility. The access primarily drives these motives to additional customer acquisition channels and a reputational quality signaling of the FinTech products or services within the market. On the other hand, the most critical incumbent motives were shown to be customer satisfaction and business model innovation. From a corporate perspective, these motives mainly incorporate the opportunity to challenge, pivot and expand the existing business model while increasing customer satisfaction via additional innovative products or services.\u0000\u0000\u0000Research limitations/implications\u0000From a thematical limitation perspective, the interviewee sample size is comparatively moderate-low and the candidates are primarily active on European markets. Therefore, the analyzed motives are limited to European strategic preferences and do not reflect all intercontinental collaboration positions. Further, the strategic collaboration rationale evaluation framework is limited to the financial industry. Thus, this framework cannot be directly applied to other sectors or even further startup segments within the economy.\u0000\u0000\u0000Practical implications\u0000From a practical perspective, this study provides a top-level overview and guideline of the least and most relevant collaboration motives from a FinTech and financial incumbent point of view. It supports both cooperative parties to improve potential strategic partnership negotiation outcomes.\u0000\u0000\u0000Originality/val","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-05-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44110532","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":"Winning the innovation game in emerging markets","authors":"Manuel Hensmans","doi":"10.1108/jbs-03-2022-0042","DOIUrl":"https://doi.org/10.1108/jbs-03-2022-0042","url":null,"abstract":"\u0000Purpose\u0000This paper aims to provide advanced market managers in Europe, the USA or Japan with a long-term framework to prepare for and seize emerging market innovation opportunities.\u0000\u0000\u0000Design/methodology/approach\u0000This paper is based on eight years of studying emerging market innovation opportunities, how to prepare for them and how to seize them. This study mainly draws on experiential learning in the automotive sector, particularly in China.\u0000\u0000\u0000Findings\u0000The framework details the strategic co-evolution of advanced market firms, emerging market governments, customers and competitors through four stages of innovation. Emerging markets such as China and India at different stages, depending on the national context of development as well as the particular market context.\u0000\u0000\u0000Research limitations/implications\u0000This research is primarily based on cases in the automotive sector. Challenging the ongoing assumption of superior advanced market innovation, this paper contributes to insights on the new innovation world order and how to invest in emerging market innovation opportunities.\u0000\u0000\u0000Practical implications\u0000The framework helps advanced market managers identify the strategic stage they are in, depending on the emerging market context. It provides them with long-term strategic insights, helping them anticipate moves and countermoves by emerging market governments and competitors, as well as anticipate the rapidly shifting needs of emerging market customers.\u0000\u0000\u0000Originality/value\u0000The four-stage framework brings together advanced market firms, emerging market governments, customers and competitors in a clear big picture. It conditions emerging market success in the even bigger picture of advanced market firms drawing on their learning in emerging markets in stages 3 and 4 to accelerate the renewal of their core business.\u0000","PeriodicalId":55881,"journal":{"name":"Journal of Business Strategy","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2022-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49206364","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}