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Business Strategy and Innovation

Works Count: 95160

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This cluster of papers explores the concept of 'coopetition' - a strategy where entities cooperate and compete simultaneously within business networks. The focus is on innovation, collaboration with competitors, value creation, and managing tensions in coopetitive relationships. The papers discuss the implications of coopetition for small and medium-sized enterprises, technological innovation, strategic alliances, and knowledge sharing.

Keywords

Coopetition; Business Networks; Innovation; Collaboration; Competition; Small and Medium-Sized Enterprises; Technological Innovation; Strategic Alliances; Value Creation; Knowledge Sharing

The Structuring of Organizations

1989-01-01

Henry Mintzberg

This [reading] argues that […] spans of control, types of formalization and decentralization, planning systems, and matrix structures should not be picked and chosen independently, the way a shopper picks … This [reading] argues that […] spans of control, types of formalization and decentralization, planning systems, and matrix structures should not be picked and chosen independently, the way a shopper picks vegetables at the market or a diner a meal at a buffet table. Rather, these and other parameters of organizational design should logically configure into internally consistent groupings. Like most phenomena — atoms, ants, and stars — characteristics of organizations appear to fall into natural clusters, or configurations.

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Using the balanced scorecard as a strategic management system

1996-01-01

Robert S. Kaplan , D. P. Norton

for competition that is based on information, their ability to exploit intangible assets has become far more decisive than their ability to invest in and manage physical assets. Several years … for competition that is based on information, their ability to exploit intangible assets has become far more decisive than their ability to invest in and manage physical assets. Several years ago, in recognition of this change, we introduced a concept we called the balanced scorecard. The balanced scorecard supplemented traditional fi nancial measures with criteria that measured performance from three additional perspectives – those of customers, internal business processes, and learning and growth. (See the exhibit “Translating Vision and Strategy: Four Perspectives.”) It therefore enabled companies to track fi nancial results while simultaneously monitoring progress in building the capabilities and acquiring the intangible assets they would need for future growth. The scorecard wasn’t Editor’s Note: In 1992, Robert S. Kaplan and David P. Norton’s concept of the balanced scorecard revolutionized conventional thinking about performance metrics. By going beyond traditional measures of fi nancial performance, the concept has given a generation of managers a better understanding of how their companies are really doing. These nonfi nancial metrics are so valuable mainly because they predict future fi nancial performance rather than simply report what’s already happened. This article, fi rst published in 1996, describes how the balanced scorecard can help senior managers systematically link current actions with tomorrow’s goals, focusing on that place where, in the words of the authors, “the rubber meets the sky.” Using the Balanced Scorecard as a Strategic Management System

Developing relationships in business networks

1995-01-01

Håkan Håkansson , Ivan Snehota

This edited collection applies the to the analysis of business relationships in a global context. Drawing on a number of international case studies, a network approach is developed, giving rise … This edited collection applies the to the analysis of business relationships in a global context. Drawing on a number of international case studies, a network approach is developed, giving rise to theoretical and practical managerial insights and a different way of conceptualizing companies within markets. New angles emerge on traditional problems of business management, with some novel implications which should challenge established ways to analyze business markets. Previous publications by these authors include, Corporate Technological Behaviour, Professional Purchasing and Managing Innovation Within Networks.

Process innovation: reengineering work through information technology

1993-04-01

Thomas H. Davenport

The business environment of the 1990s demands significant changes in the way we do business. Simply formulating strategy is no longer sufficient; we must also design the processes to implement … The business environment of the 1990s demands significant changes in the way we do business. Simply formulating strategy is no longer sufficient; we must also design the processes to implement it effectively. The key to change is process innovation, a revolutionary new approach that fuses information technology and human resource management to improve business performance. The cornerstone to process innovation's dramatic results is information technology--a largely untapped resource, but a crucial enabler of process innovation. In turn, only a challenge like process innovation affords maximum use of information technology's potential. Davenport provides numerous examples of firms that have succeeded or failed in combining business change and technology initiatives. He also highlights the roles of new organizational structures and human resource programs in developing process innovation. Process innovation is quickly becoming the byword for industries ready to pull their companies out of modest growth patterns and compete effectively in the world marketplace.

The Economics of Organization: The Transaction Cost Approach

1981-11-01

Oliver E. Williamson

The transaction cost approach to the study of economic organization regards the transaction as the basic unit of analysis and holds that an understanding of transaction cost economizing is central … The transaction cost approach to the study of economic organization regards the transaction as the basic unit of analysis and holds that an understanding of transaction cost economizing is central to the study of organizations. Applications of this approach require that transactions be dimensionalized and that alternative governance structures be described. Economizing is accomplished by assigning transactions to governance structures in a discriminating way. The approach applies both to the determination of efficient boundaries, as between firms and markets, and to the organization of internal transactions, including the design of employment relations. The approach is compared and contrasted with selected parts of the organization theory literature.

Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology

1996-03-01

Walter W. Powell , Kenneth W. Koput , Laurel Smith‐Doerr

This research was supported by grants provided to the first author by the Social and Behavioral Sciences Research Institute, University of Arizona, and the Aspen Institute Nonprofit Sector Research Fund … This research was supported by grants provided to the first author by the Social and Behavioral Sciences Research Institute, University of Arizona, and the Aspen Institute Nonprofit Sector Research Fund and by grants to the second author by the College of Business and Public Administration, University of Arizona. We have benefited from productive exchanges with numerous audiences to whom portions of this paper have been presented: a session at the 1994 Academy of Management meetings, the Social Organization workshop at the University of Arizona, the Work, Organizations, and Markets workshop at the Harvard Sociology Department, the 1994 SCOR Winter Conference at Stanford University, and colloquia at the business schools at the University of Alberta, UC-Berkeley, Duke, and Emory, and the JFK School at Harvard. For detailed comments on an earlier draft, we are extremely grateful to Victoria Alexander, Ashish Arora, Maryellen Kelley, Peter Marsden, Charles Kadushin, Dick Nelson, Christine Oliver, Lori Rosenkopf, Michael Sobel, Bill Starbuck, Art Stinchcombe, and anonymous reviewers at ASQ. We thank Dina Okamoto for research assistance and Linda Pike for editorial guidance. Address correspondence to Walter W. Powell, Department of Sociology, University of Arizona, Tucson, AZ 85721. We argue in this paper that when the knowledge base of an industry is both complex and expanding and the sources of expertise are widely dispersed, the locus of innovation will be found in networks of learning, rather than in individual firms. The large-scale reliance on interorganizational collaborations in the biotechnology industry reflects a fundamental and pervasive concern with access to knowledge. We develop a network approach to organizational learning and derive firm-level, longitudinal hypotheses that link research and development alliances, experience with managing interfirm relationships, network position, rates of growth, and portfolios of collaborative activities. We test these hypotheses on a sample of dedicated biotechnology firms in the years 1990-1994. Results from pooled, within-firm, time series analyses support a learning view and have broad implications for future theoretical and empirical research on organizational networks and strategic alliances.*

Networks and Organizations: Structure, Form, and Action.

1994-05-01

Charles Kadushin , Nitin Nohria , Robert G. Eccles

Part 1 Linking structure and action: problems of explanation in economic sociology the social structure of competition agency as control in formal networks Nadel's paradox revisited - relational and cultural … Part 1 Linking structure and action: problems of explanation in economic sociology the social structure of competition agency as control in formal networks Nadel's paradox revisited - relational and cultural aspects of organizational structure doing your job and helping your friends - universalistic norms about obligations to particular others in networks structural alignments, individual strategies and managerial action - elements towards a network theory of getting things done. Part 2 Different network ties and their implications: centrality and power in organizations the strength of strong ties - the importance of philos in organizations information and search in the creation of new business ventures - the case of the 128 Venture Group complementary communication media - a comparison of electronic mail and face-to-face communication in a programming team face-to-face - making network organizations work. Part 3 Organizational environmental relations as inter-organizational networks: strategic alliances in commercial biotechnology the make-or-cooperate decision in the context of an industry network competitive co-operation in biotechnology - learning through networks? Part 4 Network forms of organizations: the network organization in theory and practice fragments of a cognitive theory of technological change and organizational structure small-firm networks on the limits of a firm-based theory to explain business networks - the Western bias of neoclassical economics the organization of business networks in the United States and Japan. Conclusion: making network research relevant to practice.

Developmental Processes of Cooperative Interorganizational Relationships

1994-01-01

Peter Smith Ring , Andrew H. Van de Ven

This article examines the developmental process of cooperative interorganizational relationships (IORs) that entail transaction-specific investments in deals that cannot be fully specified or controlled by the parties in advance of … This article examines the developmental process of cooperative interorganizational relationships (IORs) that entail transaction-specific investments in deals that cannot be fully specified or controlled by the parties in advance of their execution. A process framework is introduced that focuses on formal, legal, and informal social-psychological processes by which organizational parties jointly negotiate, commit to. and execute their relationship in ways that achieve efficient and equitable outcomes and internal solutions to conflicts when they arise. The framework is elaborated with a set of propositions that explain how and why cooperative IORs emerge, evolve, and dissolve. The propositions have academic implications for enriching interorganizational relationships, transaction cost economics, agency theories, and practical implications for managing the relationship journey.

Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness

1997-03-01

Brian Uzzi

This chapter aims to develop one of perhaps multiple specifications of embeddedness, a concept that has been used to refer broadly to the contingent nature of economic action with respect … This chapter aims to develop one of perhaps multiple specifications of embeddedness, a concept that has been used to refer broadly to the contingent nature of economic action with respect to cognition, social structure, institutions, and culture. Research on embeddedness is an exciting area in sociology and economics because it advances understanding of how social structure affects economic life. The chapter addresses propositions about the operation and outcomes of interfirm networks that are guided implicitly by ceteris paribus assumptions. While economies of time due to embeddedness have obvious benefits for the individual firm, they also have important implications for allocative efficiency and the determination of prices. Under the conditions, social processes that increase integration combine with resource dependency problems to increase the vulnerability of networked organizations. The level of investment in an economy promotes positive changes in productivity, standards of living, mobility, and wealth generation.

Reengineering the corporation: A manifesto for business revolution

1993-09-01

Michael Hammer , James Champy

Regional advantage: culture and competition in Silicon Valley and Route 128

1994-10-01

AnnaLee Saxenian

Compares the organization of regional economies, focusing on Silicon Valley's thriving regional network-based system and Route 128's declining independent firm-based system. The history of California's Silicon Valley and Massachusetts' Route … Compares the organization of regional economies, focusing on Silicon Valley's thriving regional network-based system and Route 128's declining independent firm-based system. The history of California's Silicon Valley and Massachusetts' Route 128 as centers of innovation in the electronics indistry is traced since the 1970s to show how their network organization contributed to their ability to adapt to international competition. Both regions faced crises in the 1980s, when the minicomputers produced in Route 128 were replaced by personal computers, and Japanese competitors took over Silicon Valley's market for semiconductor memory. However, while corporations in the Route 128 region operated by internalization, using policies of secrecy and company loyalty to guard innovation, Silicon Valley fully utilized horizontal communication and open labor markets in addition to policies of fierce competition among firms. As a result, and despite mounting competition, Silicon Valley generated triple the number of new jobs between 1975 and 1990, and the market value of its firms increased $25 billion from 1986 to 1990 while Route 128 firms increased only $1 billion for the same time period. From analysis of these regions, it is clear that innovation should be a collective process, most successful when institutional and social boundaries dividing firms are broken down. A thriving regional economy depends not just on the initiative of individual entrepreneurs, but on an embedded network of social, technical, and commercial relationships between firms and external organizations. With increasingly fragmented markets, regional interdependencies rely on consistently renewed formal and informal relationships, as well as public funding for education, research, and training. Local industrial systems built on regional networks tend to be more flexible and technologically dynamic than do hierarchical, independent firm-based systems in which innovation is isolated within the boundaries of corporations. (CJC)

Information Rules: A Strategic Guide to the Network Economy

2000-04-01

Michael J. Shaw , Carl Shapiro , Hal R. Varian

From the Publisher: Information Goods -- from movies and music to software code and stock quotes - have supplanted industrial goods as the key drivers of world markets. Confronted by … From the Publisher: Information Goods -- from movies and music to software code and stock quotes - have supplanted industrial goods as the key drivers of world markets. Confronted by this New Economy, many instinctively react by searching for a corresponding New Economics to guide their business decisions. Executives charged with rolling out cutting-edge software products or on-line versions of their magazines are tempted to abandon the classic lessons of economics, and rely instead on an ever changing roster of trends, buzzwords, and analogies that promise to guide strategy in the information age. Not so fast, say authors Carl Shapiro and Hal R. Varian. In Information Rules they warn managers, Ignore basic economic principles at your own risk. Technology changes. Economic laws do not. Understanding these laws and their relevance to information goods is critical when fashioning today's successful competitive strategies. Information Rules introduces and explains the economic concepts needed to navigate the evolving network economy. Information Rules will help business leaders and policy makers - from executives in the entertainment, publishing, hardware, and software industries to lawyers, finance professionals, and writers -- make intelligent decisions about their information assets.

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Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change

1996-07-01

Michael L. Tushman , Charles A. O’Reilly

Organizations evolve through periods of incremental or evolutionary change punctuated by discontinuous or revolutionary change. The challenge for managers is to adapt the culture and strategy of their organizations to … Organizations evolve through periods of incremental or evolutionary change punctuated by discontinuous or revolutionary change. The challenge for managers is to adapt the culture and strategy of their organizations to its current environment, but to do so in a way that does not undermine its ability to adjust to radical changes in that environment. They must, in other words, create an ambidextrous organization—one capable of simultaneously pursuing both incremental and discontinuous innovation.

The External Control of Organizations.

1978-06-01

Jarlath Benson , Jeffrey Pfeffer , Gerald R. Salancik

Of strategies, deliberate and emergent

1985-07-01

Henry Mintzberg , James A. Waters

Deliberate and emergent strategies may be conceived as two ends of a continuum along which real-world strategies lie. This paper seeks to develop this notion, and some basic issues related … Deliberate and emergent strategies may be conceived as two ends of a continuum along which real-world strategies lie. This paper seeks to develop this notion, and some basic issues related to strategic choice, by elaborating along this continuum various types of strategies uncovered in research. These include strategies labelled planned, entrepreneurial, ideological, umbrella, process, unconnected, consensus and imposed.

Towards a dynamic theory of strategy

1991-01-01

Michael E. Porter

This paper reviews the progress of the strategy field towards developing a truly dynamic theory of strategy. It separates the theory of strategy into the causes of superior performance at … This paper reviews the progress of the strategy field towards developing a truly dynamic theory of strategy. It separates the theory of strategy into the causes of superior performance at a given period in time (termed the cross-sectional problem) and the dynamic process by which competitive positions are created (termed the longitudinal problem). The cross-sectional problem is logically prior to a consideration of dynamics, and better understood. The paper then reviews three promising streams of research that address the longitudinal problem. These still fall short of exposing the true origins of competitive success. One important category of these origins, the local environment in which a firm is based, is described. Many questions remain unanswered, however, and the paper concludes with challenges for future research.

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Uncertainty, Evolution, and Economic Theory

1950-06-01

Armen A. Alchian

Incentives in Teams

1973-07-01

Theodore Groves

This paper analyzes the problem of inducing the members of an organization to behave as if they formed a team. Considered is a conglomerate-type organization consisting of a set of … This paper analyzes the problem of inducing the members of an organization to behave as if they formed a team. Considered is a conglomerate-type organization consisting of a set of semi-autonomous subunits that are coordinated by the organization's head. The head's incentive problem is to choose a set of employee compensation rules that will induce his subunit managers to communicate accurate information and take optimal decisions. The main result exhibits a particular set of compensation rules, an optimal incentive structure, that leads to team behavior. Particular attention is directed to the informational aspects of the problem. An extended example of a resource allocation model is discussed and the optimal incentive structure is interpreted in terms of prices charged by the head for resources allocated to the subunits.

Markets, Bureaucracies, and Clans

1980-03-01

William G. Ouchi

Evaluating organizations according to an efficiency criterion would make it possible to predict the form organizations will take under certain conditions. Organization theory has not developed such a criterion because … Evaluating organizations according to an efficiency criterion would make it possible to predict the form organizations will take under certain conditions. Organization theory has not developed such a criterion because it has lacked a conceptual scheme capable of describing organizational efficiency in sufficiently microsopic terms. The transactions cost approach provides such a framework because it allows us to identify the conditions which give rise to the costs of mediating exchanges between individuals: goal incongruence and performance ambiguity. Different combinations of these causes distinguish three basic mechanisms of mediation or control: markets, which are efficient when performance ambiguity is low and goal incongruence is high; bureaucracies, which are efficient when both goal incongruence and performance ambiguity are moderately high; and clans, which are efficient when goal incongruence is low and performance ambiguity is high.

Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study

2000-09-01

Gautam Ahuja

To assess the effects of a firm's network of relations on innovation, this paper elaborates a theoretical framework that relates three aspects of a firm's ego network—direct ties, indirect ties, … To assess the effects of a firm's network of relations on innovation, this paper elaborates a theoretical framework that relates three aspects of a firm's ego network—direct ties, indirect ties, and structural holes (disconnections between a firm's partners)—to the firm's subsequent innovation output. It posits that direct and indirect ties both have a positive impact on innovation but that the impact of indirect ties is moderated by the number of a firm's direct ties. Structural holes are proposed to have both positive and negative influences on subsequent innovation. Results from a longitudinal study of firms in the international chemicals industry indicate support for the predictions on direct and indirect ties, but in the interfirm collaboration network, increasing structural holes has a negative effect on innovation. Among the implications for interorganizational network theory is that the optimal structure of interfirm networks depends on the objectives of the network members.

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Agency Theory: An Assessment and Review

1989-01-01

Kathleen M. Eisenhardt

Agency theory is an important, yet controversial, theory. This paper reviews agency theory, its contributions to organization theory, and the extant empirical work and develops testable propositions. The conclusions are … Agency theory is an important, yet controversial, theory. This paper reviews agency theory, its contributions to organization theory, and the extant empirical work and develops testable propositions. The conclusions are that agency theory (a) offers unique insight into information systems, outcome uncertainty, incentives, and risk and (b) is an empirically valid perspective, particularly when coupled with complementary perspectives. The principal recommendation is to incorporate an agency perspective in studies of the many problems having a cooperative structure.

Alliances and networks

1998-04-01

Ranjay Gulati

This paper introduces a social network perspective to the study of strategic alliances. It extends prior research, which has primarily considered alliances as dyadic exchanges and paid less attention to … This paper introduces a social network perspective to the study of strategic alliances. It extends prior research, which has primarily considered alliances as dyadic exchanges and paid less attention to the fact that key precursors, processes, and outcomes associated with alliances can be defined and shaped in important ways by the social networks within which most firms are embedded. It identifies five key issues for the study of alliances: (1) the formation of alliances, (2) the choice of governance structure, (3) the dynamic evolution of alliances, (4) the performance of alliances, and (5) the performance consequences for firms entering alliances. For each of these issues, this paper outlines some of the current research and debates at the firm and dyad level and then discusses some of the new and important insights that result from introducing a network perspective. It highlights current network research on alliances and suggests an agenda for future research.© 1998 John Wiley & Sons, Ltd.

A Conceptual Framework for the Design of Organizational Control Mechanisms

1979-09-01

William G. Ouchi

The problem of organization is the problem of obtaining cooperation among a collection of individuals or units who share only partially congruent objectives. When a team of individuals collectively produces … The problem of organization is the problem of obtaining cooperation among a collection of individuals or units who share only partially congruent objectives. When a team of individuals collectively produces a single output, there develops the problem of how to distribute the rewards emanating from that output in such a manner that each team member is equitably rewarded. If equitable rewards are not forthcoming, members will, in future cooperative ventures, adjust their efforts in such a manner that all will be somewhat worse off (cf. Simon [Simon, H. A. 1964. On the concept of organizational goal. Admin. Sci. Quart. 9 (1, June) 1–22.], Marschak [Marschak, Thomas A. 1965. Economic theories of organization. J. G. March, ed. Handbook of Organizations. Rand McNally, Chicago, Ill., 423–450.], Alchian and Demsetz [Alchian, Armen A., Harold Demsetz. 1972. Production, information costs, and economic organization. Amer. Econom. Rev. 62 777–795.). It is the objective of this paper to describe three fundamentally different mechanisms through which organizations can seek to cope with this problem of evaluation and control. The three will be referred to as markets, bureaucracies, and clans. In a fundamental sense, markets deal with the control problem through their ability to precisely measure and reward individual contributions; bureaucracies rely instead upon a mixture of close evaluation with a socialized acceptance of common objectives; and clans rely upon a relatively complete socialization process which effectively eliminates goal incongruence between individuals. This paper explores the organizational manifestations of these three approaches to the problem of control. The paper begins with an example from a parts distribution division of a major company which serves to give some flesh to what might otherwise be overly-abstract arguments. Through the example, each of the three mechanisms is explicated briefly and discussed in terms of two prerequisite conditions, one social and the other informational. The more concrete organization design features of the three forms are considered, along with some consideration of the unique costs accompanying each form.

The Correlates of Entrepreneurship in Three Types of Firms

1983-07-01

Danny Miller

The objective of the research was to discover the chief determinants of entrepreneurship, the process by which organizations renew themselves and their markets by pioneering, innovation, and risk taking. Some … The objective of the research was to discover the chief determinants of entrepreneurship, the process by which organizations renew themselves and their markets by pioneering, innovation, and risk taking. Some authors have argued that personality factors of the leader are what determine entrepreneurship, others have highlighted the role played by the structure of the organization, while a final group have pointed to the importance of strategy making. We believed that the manner and extent to which entrepreneurship would be influenced by all of these factors would in large measure depend upon the nature of the organization. Based upon the work of a number of authors we derived a crude typology of firms: Simple firms are small and their power is centralized at the top. Planning firms are bigger, their goal being smooth and efficient operation through the use of formal controls and plans. Organic firms strive to be adaptive to their environments, emphasizing expertise-based power and open communications. The predictiveness of the typology was established upon a sample of 52 firms using hypothesis-testing and analysis of variance techniques. We conjectured that in Simple firms entrepreneurship would be determined by the characteristics of the leader; in Planning firms it would be facilitated by explicit and well integrated product-market strategies, and in Organic firms it would be a function of environment and structure. These hypotheses were largely borne out by correlational and multiple regression analyses. Any programs which aim to stimulate entrepreneurship would benefit greatly from tailoring recommendations to the nature of the target firms.

The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage

1998-10-01

Jeffrey H. Dyer , Harbir Singh

In this article we offer a view that suggests that a firm's critical resources may span firm boundaries and may be embedded in interfirm resources and routines. We argue that … In this article we offer a view that suggests that a firm's critical resources may span firm boundaries and may be embedded in interfirm resources and routines. We argue that an increasingly important unit of analysis for understanding competitive advantage is the relationship between firms and identify four potential sources of interorganizational competitive advantage: (1) relation-specific assets, (2) knowledge-sharing routines, (3) complementary resources/capabilities, and (4) effective governance. We examine each of these potential sources of rent in detail, identifying key subprocesses, and also discuss the isolating mechanisms that serve to preserve relational rents. Finally, we discuss how the relational view may offer normative prescriptions for firm-level strategies that contradict the prescriptions offered by those with a resource-based view or industry structure view.

MAKING FAST STRATEGIC DECISIONS IN HIGH-VELOCITY ENVIRONMENTS.

1989-09-01

Kathleen M. Eisenhardt

How do executive teams make rapid decisions in the high-velocity microcomputer industry?This inductive study of eight microcomputer firms led lo propositions exploring that question.Fast decision makers use more, not less, … How do executive teams make rapid decisions in the high-velocity microcomputer industry?This inductive study of eight microcomputer firms led lo propositions exploring that question.Fast decision makers use more, not less, information than do slow decision makers.The former also develop more, not fewer, alternatives, and use a two-tiered advice process.Conflict resolution and integration among strategic decisions and tactical plans are also critical to the pace of decision making.Finally, fast decisions hased on this pattem of hehaviors lead to superior performance.In October 1984, Gavilan Computer filed for bankruptcy protection under Chapter 11.Despite a $31 million stake from venture capitalists, Gavilan experienced delays and indecision that ultimately cost the firm its early technical and market advantages.The firm's leading-edge technology hecame a "me too" one and competitors flooded its empty market niche.As the firm died, one executive mourned: "We missed the window" (Hof, 1984).This story is not unusual in fast-paced settings like the microcomputer industry.The tumult of technical change places a premium on rapid decision making.Yet, although decision speed seems to affect firm performance in such environments (Bourgeois & Eisenhardt, 1988) and is a key characteristic differentiating strategic decisions [Hickson, Butler, Cray, Mallory, & Wilson, 1986), there has been little research on fast strategic decision making.This article explores the speed of strategic decision making.In an earlier study (Bourgeois & Eisenhardt, 1988), my colleague and I linked fast strategic decision making to effective firm performance.In a second study on politics (Eisenhardt & Bourgeois, 1988], we noted that politics seemed to I would like to give special thanks and acknowledgment to my friend and colleague.

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Organizations: Rational, Natural, and Open Systems

1988-10-01

Rita Braito , W. Richard Scott

Demonstrates how the many models and theories of organizations can be reduced to a few, manageable perspectives. This new third edition updates research and theoretical literature, offers expanded coverage of … Demonstrates how the many models and theories of organizations can be reduced to a few, manageable perspectives. This new third edition updates research and theoretical literature, offers expanded coverage of new economic approaches and strategic management and includes comparative studies.

Exploration and Exploitation in Organizational Learning

1991-02-01

James G. March

This paper considers the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning. It examines some complications in allocating resources between the two, … This paper considers the relation between the exploration of new possibilities and the exploitation of old certainties in organizational learning. It examines some complications in allocating resources between the two, particularly those introduced by the distribution of costs and benefits across time and space, and the effects of ecological interaction. Two general situations involving the development and use of knowledge in organizations are modeled. The first is the case of mutual learning between members of an organization and an organizational code. The second is the case of learning and competitive advantage in competition for primacy. The paper develops an argument that adaptive processes, by refining exploitation more rapidly than exploration, are likely to become effective in the short run but self-destructive in the long run. The possibility that certain common organizational practices ameliorate that tendency is assessed.

Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology

1992-08-01

Bruce Kogut , Udo Zander

How should we understand why firms exist? A prevailing view has been that they serve to keep in check the transaction costs arising from the self-interested motivations of individuals. We … How should we understand why firms exist? A prevailing view has been that they serve to keep in check the transaction costs arising from the self-interested motivations of individuals. We develop in this article the argument that what firms do better than markets is the sharing and transfer of the knowledge of individuals and groups within an organization. This knowledge consists of information (e.g., who knows what) and of know-how (e.g., how to organize a research team). What is central to our argument is that knowledge is held by individuals, but is also expressed in regularities by which members cooperate in a social community (i.e., group, organization, or network). If knowledge is only held at the individual level, then firms could change simply by employee turnover. Because we know that hiring new workers is not equivalent to changing the skills of a firm, an analysis of what firms can do must understand knowledge as embedded in the organizing principles by which people cooperate within organizations. Based on this discussion, a paradox is identified: efforts by a firm to grow by the replication of its technology enhances the potential for imitation. By considering how firms can deter imitation by innovation, we develop a more dynamic view of how firms create new knowledge. We build up this dynamic perspective by suggesting that firms learn new skills by recombining their current capabilities. Because new ways of cooperating cannot be easily acquired, growth occurs by building on the social relationships that currently exist in a firm. What a firm has done before tends to predict what it can do in the future. In this sense, the cumulative knowledge of the firm provides options to expand in new but uncertain markets in the future. We discuss at length the example of the make/buy decision and propose several testable hypotheses regarding the boundaries of the firm, without appealing to the notion of “opportunism.”

Differentiation and Integration in Complex Organizations

1967-06-01

Paul R. Lawrence , Jay W. Lorsch

WHAT'S IN A NAME? REPUTATION BUILDING AND CORPORATE STRATEGY.

1990-06-01

Charles J. Fombrun , Mark Shanley

Firms compete for reputational status in institutional fields. Managers attempt to influence other stakeholders' assessments by signaling firms' salient advantages. Stakeholders gauge firms' relati... Firms compete for reputational status in institutional fields. Managers attempt to influence other stakeholders' assessments by signaling firms' salient advantages. Stakeholders gauge firms' relati...

Theory of Games and Economic Behavior

1945-07-01

David Hawkins

The literature of economic theory, like that of philosophy, abounds in prefaces and prolegomena. Methodology and analysis of concepts take an important place in a science which has not found … The literature of economic theory, like that of philosophy, abounds in prefaces and prolegomena. Methodology and analysis of concepts take an important place in a science which has not found the sure path of development. But there is no sure path for methodology either. The selfconscious methodology of social science has been largely a borrowing from that of physical science, where procedures have developed to a stage of considerable maturity. But the analogy falls down where guidance is most needed, at the points where social science is most likely to develop new concepts and new types of structure. Philosophers have not been lacking, indeed, to belittle the entire enterprise, and to deny the possibility of anything that could strictly be called social science.

Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s.

1964-01-01

Erik Johnsen

The Sources and Consequences of Embeddedness for the Economic Performance of Organizations: The Network Effect

1996-08-01

Brian Uzzi

L'A. s'efforce de comprendre comment les structures sociales influent sur la performance economique. Il s'interesse plus particulierement a la notion d'« enracinement ». Il montre que celle-ci permet de saisir … L'A. s'efforce de comprendre comment les structures sociales influent sur la performance economique. Il s'interesse plus particulierement a la notion d'« enracinement ». Il montre que celle-ci permet de saisir comment les relations sociales modelent l'activite economique. Il porte de meme son attention sur les reseaux sociaux qui jouent un role important en cette affaire. Il examine en premier lieu le concept d'enracinement structurel. Il compare ensuite les performances economiques d'entreprises americaines qui fonctionnent en reseaux avec les resultats d'activite d'entreprises qui n'operent que par le biais du marche. Il presente, a ce propos, un certain nombre de donnees collectees aux Etats-Unis, a New York entre 1990 et 1991

Strategy and Structure: Chapters in the History of Industrial Enterprise.

1963-11-01

Charlotte Erickson , Alfred D. Chandler

This book studies the changing strategies and administrative structures of U.S. industrial companies after World War II. It traces the rise of the multidivisional (decentered) type of organization used by … This book studies the changing strategies and administrative structures of U.S. industrial companies after World War II. It traces the rise of the multidivisional (decentered) type of organization used by firms carrying out the most diverse economic activities. Presented in detail are case studies of du Pont, General Motors, Standard Oil of New Jersey, and Sears. Each firm developed their new structure independently; each thought they were unique in their problems and solutions. The new structures were characterized by autonomous, integrated operating divisions with managers who had authority and facilities to make day-to-day tactical decisions, and a coordinating general office whose senior officers carried on entrepreneurial activities and coordinated, planned, and appraised the work of the divisions. From study of the four firms, Chandler found that (1) analysis of the creation of the new administrative structure required knowledge of the firm's entire administrative former history; (2) changes in organization were related to the way the firm expanded; (3) the patterns of growth reflect changes in the over-all economy, and (4) reorganizations were affected by the state of administrative science at the time. In brief, structure follows strategy, where strategy is the planning and carrying out of different types of growth, and structure is the design of the organization through which the enterprise is administered. Strategy is determination of the basic long-term goals and objectives, and adoption of necessary courses of action and allocation of resources. Structure is the lines of authority and communication between offices and officers, as well as the information and data that flow through these lines. The most complex structures result from the convergence of several basic strategies. Expansion of volume or geographical distribution led to particular structures. The theoretical questions can be framed as, (1) why is there delay in developing new organizations to meet new strategies, and (2) why the new structure emerges in the first place. In summary, found that strategic growth resulted from an awareness of the needs and opportunities (created by exogenous change) to employ existing or expanding resources more profitably. The new strategy required a new structure if the enlarged firms were to be efficient. After detailed examination of the four case studies, which represent decision-making under pressure, the author summarizes by presenting four stages in the history of large U.S. industrial enterprise: initial expansion and accumulation of resources; rationalization of use of resources; expansion into new markets and lines; and development of new structures to allow continuing mobilization of resources to meet short- and long-term market demands and trends. (TNM)

The Population Ecology of Organizations

1977-03-01

Michael T. Hannan , John H. Freeman

A population ecology perspective on organization-environment relations is proposed as an alternative to the dominant adaptation perspective. The strength of inertial pressures on organizational structure suggests the application of models … A population ecology perspective on organization-environment relations is proposed as an alternative to the dominant adaptation perspective. The strength of inertial pressures on organizational structure suggests the application of models that depend on competition and selection in populations of organizations. Several such models as well as issues that arise in attempts to apply them to the organization-environment problem are discussed.

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Non-Cooperative Games

1951-09-01

John F. Nash

The Management of Innovation

1994-10-13

Tom Burns , G. M. Stalker

Abstract First published in 1961, this book is a very influential book on organization theory and industrial sociology. The central theme of the book is the relationship between an organization … Abstract First published in 1961, this book is a very influential book on organization theory and industrial sociology. The central theme of the book is the relationship between an organization and its environment — particularly technological and market innovations. Based on first-class scholarship, the book presents the now famous and ubiquitous classifications of ‘mechanistic’ and ‘organic’ systems. For this it has become justly famous, but the book is also a penetrating study of social systems within organizations and organizational dynamics.

The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage

1998-10-01

Jeffrey H. Dyer , Harbir Singh

Dynamic Capabilities and Strategic Management

1997-12-11

David J. Teece , Gary P. Pisano , Amy Shuen

Abstract Different approaches to strategy view sources of wealth creation and the essence of the strategic problem faced by firms differently. The competitive forces framework sees the strategic problem in … Abstract Different approaches to strategy view sources of wealth creation and the essence of the strategic problem faced by firms differently. The competitive forces framework sees the strategic problem in terms of market entry, entry deterrence, and positioning; game-theoretic models view the strategic problem as one of interaction between rivals with certain expectations about how each other will behave; resource-based perspectives have focused on the exploitation of firm-specific assets. Each approach asks different, often complementary questions. A key step in building a conceptual framework related to dynamic capabilities is to identify the foundations upon which distinctive and difficult to replicate advantages can be built.

ANALYSIS OF BUSINESS COMMUNICATIONS IN WINEMAKING ENTERPRISES

2025-06-26

| Journal of Management Sciences and Applications

The purpose of the study is to analyze the main environmental factors that determine the effectiveness of communications in the winemaking enterprises. The survey of individuals was conducted on-site, and … The purpose of the study is to analyze the main environmental factors that determine the effectiveness of communications in the winemaking enterprises. The survey of individuals was conducted on-site, and in case of force majeure circumstances, by interviewing by telephone and/or e-mail. The priority method for data collection was the personal interview. The main source of information are the completed questionnaires. In addition to the questionnaires, other sources of information are the reporting reports of the enterprises, which are visible in the Commercial Register of the Republic of Bulgaria, other related surveys or expert analyses; publications of results of other analyses on the selected topic.

The new Argonaut: unfolding the role of firm coopetition capability and organizational capital to achieve allocation efficiency

2025-06-24

Riffat Blouch , Muhammad Majid Khan , Farrukh Nawaz Kayani | International Journal of Productivity and Performance Management

Purpose The goal of this paper is to analyze the impact of organizational capital on firm performance through the lens of firms’ coopetition capability. Design/methodology/approach This study adopted a quantitative … Purpose The goal of this paper is to analyze the impact of organizational capital on firm performance through the lens of firms’ coopetition capability. Design/methodology/approach This study adopted a quantitative method using survey responses of diversified manufacturing organizations to analyze the influence of firm coopetition capability on the relationship between organizational capital and firm performance. However, Mplus software is used for analysis. Findings This study corroborates that in the era of uncertainty (when businesses are struggling to survive), organizational (tangible and intellectual) capital has a potential to enhance firm performance through efficient deployment of resources. Moreover, this can help enhance the resource allocation efficiency (if firms are able to successfully deploy that capital) by managing the coopetition among the business units. Research limitations/implications Despite its idiosyncratic contributions to the resource-based theory of a firm’s literature with a new compositional-based theoretical perspective, the current study’s ability to provide a deep understanding of the phenomenon was restricted by little data availability, and self-reporting methods. Practical implications Potential applications of the current research exist for manufacturing industry managers and policymakers to achieve efficiency through organizational resources. This study provides evidence about the importance of diversified resources for higher firm performance. At the same time, the current study provides a crucial connotation for managements’ coopetition capabilities for successful resource deployment. Originality/value The current study fills out by investigating the influence that organizational capita brings in industrial era 4.0. Moreover, according to researchers’ knowledge, this study is the first to establish and empirically investigate a comprehensive model that includes organizational capital and manager’s coopetition capability using theoretical perspective of resource deployment for achieving efficiency.

Capital market perceptions of harmonious organisational ambidexterity configurations in the ICT industry

2025-06-24

Chiung-Yi Hwang | Technology Analysis and Strategic Management

Competitive space

2025-06-24

Henry R. Hertzfeld | Edward Elgar Publishing eBooks

Strategic Segmentation and Environmental Adaptation in Business Planning for Entrepreneurial Success

2025-06-24

Riffat Faizan , Oluchi E. Oti | Routledge eBooks

Territory Planning Algorithms: Graph-Based Sales Coverage Optimization

2025-06-24

Abhishek Siriya | International journal of data science and machine learning.

Sales territory planning is crucial for maximizing sales performance, distributing workload evenly among representatives, and minimizing travel expenses. Manual assignments, rule-based systems, and simple clustering algorithms alike often fall short … Sales territory planning is crucial for maximizing sales performance, distributing workload evenly among representatives, and minimizing travel expenses. Manual assignments, rule-based systems, and simple clustering algorithms alike often fall short in terms of scalability, fairness, and adaptability to market dynamics. In this paper, a comprehensive graph-based framework is introduced that treats customers, depots, and travel paths as nodes and edges of a graph structure. The model incorporates multiple key attributes, including customer value, travel distance, and sales representative capacity, to generate geographically coherent, workload-balanced territories. These territories are also aligned with strategic business objectives. The framework supports dynamic adjustments, leveraging advanced feature engineering and preprocessing techniques to adapt to changing sales data and operational conditions. Experimental evaluations demonstrate that graph-based territory planning outperforms traditional approaches in terms of workload equity, the number of unused trips, and overall customer coverage. Additionally, the model's outputs are transparent and interpretable, enabling sales managers to make more informed and confident decisions. Looking forward, the use of real-time data sources, such as live traffic updates and customer activity logs, combined with machine learning approaches, presents an opportunity to enhance responsiveness and territory optimization further. This graph-based approach can also be applied in other domains beyond sales, such as service delivery, field maintenance, and healthcare outreach. The proposed framework offers a practical, scalable, and adaptable solution for modern sales organizations seeking to remain competitive in a complex and highly data-driven environment.

What is a network of enterprises and why is it important?

2025-06-23

Abbie Cairns | Routledge eBooks

IMPROVING THE MANAGEMENT OF COMPETITIVE BEHAVIOR IN AIRLINE COMPANIES

2025-06-23

Gulnara Telman Akhmedova | AUDIT

How to use a network of enterprises

2025-06-23

Abbie Cairns | Routledge eBooks

Double agency and co-evolution for two-mode networks, with an application to corporate interlocks and firms’ environmental performance

2025-06-21

Tom A. B. Snijders , Beata Łopaciuk-Gonczaryk | Social Networks

Once a Competitor, Always a Competitor?

2025-06-20

Adelson Teh | AEA Randomized Controlled Trials

Once a Competitor, Always a Competitor?

2025-06-20

Adelson Teh | AEA Randomized Controlled Trials

The link between China's catchup process and the China-US technology decoupling

2025-06-20

Zhenzhen Xie , Yuxuan Zhao , Peter Ping Li +1 more | Technological Forecasting and Social Change

Industrial robot diffusion and regional innovation disparities

2025-06-20

Weiwei Wu , Zhengfu Wang | Technology in Society

How Pharmaceutical Innovation Benefits From Spatial Aggregation: A Perspective Based on R&D Cooperation Networks

2025-06-19

Fusen Zhao , Jianting Fan | Growth and Change

ABSTRACT This paper empirically analyzes the relationship between pharmaceutical industry agglomeration and enterprise innovation based on drug registration application data and pharmaceutical enterprise data in China, and explores the mechanism … ABSTRACT This paper empirically analyzes the relationship between pharmaceutical industry agglomeration and enterprise innovation based on drug registration application data and pharmaceutical enterprise data in China, and explores the mechanism of the role of agglomeration in influencing innovation from a perspective of research and development (R&D) cooperation networks. It was found that the spatial agglomeration of pharmaceutical firms significantly enhanced innovation and that agglomeration contributed to innovation through three transmission pathways of R&D cooperation networks, which were whether firms were in the network, their location in the network, and the diversity of their partners in the network. The further discussion shows that there is significant regional heterogeneity in the transmission mechanism of pharmaceutical industry agglomeration through R&D cooperation networks and thus affects innovation. The results of the study provide useful insights into how to take advantage of agglomeration and further understand the relationship between agglomeration and innovation.

Strategic Alliances: How They Work in Business

2025-06-19

Aksh Chahal | International Journal For Multidisciplinary Research

Strategic alliances have emerged as an important pathway for businesses to expand their capabilities, share resources, and compete in increasingly complex global markets. Unlike mergers or acquisitions, strategic alliances allow … Strategic alliances have emerged as an important pathway for businesses to expand their capabilities, share resources, and compete in increasingly complex global markets. Unlike mergers or acquisitions, strategic alliances allow firms to remain independent while working together toward shared goals. This paper explores the concept of strategic alliances, their different forms, and how they operate within business environments. Through secondary research, real-world examples such as Starbucks and PepsiCo or BMW and Toyota are analyzed to highlight how alliances are formed and sustained. The paper also looks at the advantages and potential challenges of strategic alliances, concluding with insights for companies considering collaborative growth strategies.

Modelo de competitividade para redes de cooperação horizontal: uma análise do setor de cerâmicas vermelhas no Tocantins

2025-06-18

Severiano Silva , Renata de Moraes Peixoto Araújo , Márcio Flávio Moura de Araújo +5 more | Contribuciones a las Ciencias Sociales

Esta pesquisa analisa a competitividade do Arranjo Produtivo Local (APL) de cerâmica vermelha no Tocantins, utilizando o método Analytic Hierarchy Process (AHP) para avaliar a relação entre cooperação interempresarial e … Esta pesquisa analisa a competitividade do Arranjo Produtivo Local (APL) de cerâmica vermelha no Tocantins, utilizando o método Analytic Hierarchy Process (AHP) para avaliar a relação entre cooperação interempresarial e competências organizacionais. Por meio de entrevistas estruturadas com gestores de três empresas representativas do setor, foram identificados e ponderados 12 Fatores Críticos de Sucesso (FCS), como confiança, compartilhamento de recursos e inovação. Os resultados revelaram que a rede se concentra no quadrante DDCC (Desenvolvimento Cooperativo e de Competências), indicando estágio inicial de maturidade coopetitiva, com redução de riscos de desligamento, mas necessidade de fortalecer mecanismos de governança colaborativa. Destaca-se ainda a empresa E3, classificada no quadrante DMCC, que demonstra alta competência interna, porém baixa integração cooperativa. O estudo contribui com estratégias práticas para equilibrar competição e cooperação, como a criação de fóruns de intercâmbio técnico e programas de capacitação em gestão colaborativa, visando à sustentabilidade do setor. Os insights gerados subsidiam políticas públicas e decisões empresariais para aprimorar a resiliência da rede em cenários de pressões econômicas e ambientais.

Business agility, what next? – A theoretical appraisal

2025-06-18

Chala Tumelo , Palanivel Rathinasabapathi Velmurugan | Routledge eBooks

On multiple comparisons and competitive variables

2025-06-17

Mirta Ciocca , Ricardo Mastaï , Arturo Cagide | Archivos Argentinos de Pediatria

Cosmetics as a product group of the Russian pharmaceutical market: competition and level of dominance analysis

2025-06-17

N. I. Markov , L. S. Treshchetkina | FARMAKOEKONOMIKA Modern Pharmacoeconomics and Pharmacoepidemiology

Objective: Analysis of competition and the level of dominance in the cosmetics market within pharmacy sales, identification of trends in three key segments: selective, mass market and active (medicinal) cosmetics. … Objective: Analysis of competition and the level of dominance in the cosmetics market within pharmacy sales, identification of trends in three key segments: selective, mass market and active (medicinal) cosmetics. Material and methods. The materials used were the annual reports on the Russian pharmaceutical market of the DSM Group company. The Linda and Herfindahl–Hirschman indices, as well as the strength/variety (SV) matrix, including concentration coefficients and the modified Hall–Tideman index, were used as analysis tools. The level of concentration in the market was assessed, the presence of dominant groups was determined. The paper includes an analysis of the market structure and the dynamics of the rating of major players. Results. In the Russian cosmetics market, both similarities and significant differences between segments are observed within pharmacy sales. In the selective cosmetics segment, where foreign players dominate (except for domestic Librederm ® ), a transformation has occurred from high brand differentiation to a state close to a natural oligopoly. This trend is accompanied by a strengthening positions of Russian brands after 2014. In contrast to the selective cosmetics segment, the mass-market cosmetics market, characterized by high dynamism and competition, demonstrates low concentration and more blurred leadership positions, while the ambiguity of the dynamics of international players after 2014 is accompanied by the growth of domestic brands, for example, Moe Solnyshko ® , which indicates the influence of geopolitics not only on the selective cosmetics segment, but also on mass-market cosmetics. Active (medicinal) cosmetics, where Russian manufacturers are market leaders, show relative stability of individual brands, such as Alerana ® , against the background of high market volatility. The absence of a dominant group confirms the high level of competition. Conclusion. There are differences in the development of cosmetic segments within pharmacy sales: the most concentrated is the selective cosmetics segment, in contrast to the mass market and active (medicinal) cosmetics segments, which are characterized by a high level of competition. The significance of domestic brands increased after the introduction of sanctions.

Measuring the value of IT

2025-06-16

T. Percy Armstrong | CRC Press eBooks

Manufacturer encroachment and promotional effort on a hybrid online retailing platform

2025-06-16

Yiying Pei , Min Li | RAIRO - Operations Research

Online platforms that initially started as resellers have transitioned to operating in a hybrid mode. Manufacturers now face the choice of whether to encroach on platforms. Additionally, both manufacturers and … Online platforms that initially started as resellers have transitioned to operating in a hybrid mode. Manufacturers now face the choice of whether to encroach on platforms. Additionally, both manufacturers and online platforms are making promotional efforts to stimulate demand. This paper presents a game-theoretical framework that explores interactions between the platform's promotional effort and the manufacturer encroachment within the context of a hybrid online platform. Through our analysis, we provide comprehensive insights into equilibria and assess the implications of both encroachment and promotional effort. Our results show that the owner of the platform (called ``e-tailer") always voluntarily exerts promotional effort and this can be a win-win tactic. Furthermore, the e-tailer's choice to implement promotional efforts extends the boundaries within which the manufacturer finds encroachment advantageous, creating a larger area where both participants can derive advantages from encroachment. Notably, we find that the encroachment and exerting promotional effort are complementary under certain conditions. Finally, we extend the basic model to obtain additional insights. Our analysis provides strategic support for managers and elucidates the interaction between the strategies of manufacturers and platforms, highlighting the mutual influence of their respective strategic choices.

Report from the 42nd National Scientifc Conference named after him. Professor Władysław Bukietyński Methods and Applications of Operations Research MZBO

2025-06-16

Grzegorz Tarczyński | Przegląd Statystyczny Statistical Review

SEO vs Paid Marketing: ROI for E-commerce Businesses

2025-06-15

Mukul Kumar | INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT

Abstract In the era of digital commerce, businesses face the challenge of choosing between Search Engine Optimization (SEO) and Paid Marketing to maximize Return on Investment (ROI). This study examines … Abstract In the era of digital commerce, businesses face the challenge of choosing between Search Engine Optimization (SEO) and Paid Marketing to maximize Return on Investment (ROI). This study examines the comparative ROI of SEO and Paid Marketing for e-commerce businesses in India. Using a mixed-methods approach combining surveys of digital marketing professionals and secondary data, the research evaluates short-term vs long-term profitability, Customer Acquisition Cost (CAC), and conversion efficiency. The findings reveal that while Paid Marketing provides rapid traffic, SEO delivers superior long-term ROI. The paper recommends a hybrid approach for optimal digital marketing outcomes.

Merger and Acquisition: Value Creation and Challenges

2025-06-15

Kartik Sharma | INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT

Abstract Mergers and acquisitions (M&A) have become an integral component of corporate strategy, enabling firms to expand their market presence, diversify product portfolios, enhance capabilities, and achieve competitive advantage in … Abstract Mergers and acquisitions (M&A) have become an integral component of corporate strategy, enabling firms to expand their market presence, diversify product portfolios, enhance capabilities, and achieve competitive advantage in a rapidly changing global business environment. This thesis investigates the complex dynamics of M&A activities with a particular focus on how value is created throughout the merger and acquisition process, as well as the numerous challenges that organizations encounter before, during, and after the transaction. Given the mixed evidence on M&A success rates reported in prior studies, this research aims to provide a clearer understanding of the critical factors that drive value creation and the obstacles that often undermine expected benefits. The study begins by establishing a foundational understanding of mergers and acquisitions, defining key concepts and categorizing different types of M&A transactions, including horizontal, vertical, conglomerate, and market-extension mergers. It reviews theoretical frameworks that explain M&A motivations and outcomes, such as synergy theory, which posits that combined firms generate greater value than the sum of their individual parts; agency theory, which focuses on conflicts of interest between managers and shareholders; and the resource-based view, emphasizing the strategic importance of acquiring unique resources and capabilities. These perspectives provide a comprehensive lens through which M&A activities can be analysed. Building upon this theoretical background, the thesis explores the mechanisms through which M&A can create value. Key sources of value creation identified include operational synergies, such as cost reductions and improved efficiencies; financial synergies, including better access to capital and tax advantages; and strategic synergies, such as enhanced market power and innovation capabilities. The research also investigates how cultural integration and human capital retention contribute to realizing these synergies, highlighting that intangible factors often play a decisive role in post-merger success.

Competitive Strategy and Cooperation Among Smaller Ski Resorts in the Era of the Superpass

2025-06-13

Michael J. Sheridan , Kevin R. Caskey | Tourism Review International

This study explores how smaller ski resorts thrive in a landscape dominated by two major players, despite fears that these dynamics stifle competition. Using a grounded theory approach, semi-structured interviews … This study explores how smaller ski resorts thrive in a landscape dominated by two major players, despite fears that these dynamics stifle competition. Using a grounded theory approach, semi-structured interviews were conducted with managers from smaller ski resorts across the US, and Resource Dependence Theory was employed to interpret findings, focusing on interconnectedness, munificence, and concentration. Unlike prior work emphasizing resource heterogeneity, this study found that homogenous resources facilitate knowledge and resource sharing. Furthermore, it suggests that coopetitive strategies among smaller players can enhance their competitiveness against larger rivals. Smaller ski resorts can thrive by focusing on distinct market segments, particularly families, and by fostering cooperation with other resorts. This includes sharing best practices, equipment, and even collaborating on season passes. The study also highlights the importance of maintaining local decision-making power to facilitate such cooperation, as this dynamic may weaken with increased corporate consolidation.

Enhancing Customer Experience Through IIoT-Driven Coopetition: A Service-Dominant Logic Approach in Networks

2025-06-13

Agostinho da Silva , António J. Marques Cardoso | Logistics

Background: In an increasingly digitized supply chain landscape, small and medium-sized enterprises (SMEs) face mounting challenges in regard to delivering differentiated and responsive customer experiences. This study investigates the role … Background: In an increasingly digitized supply chain landscape, small and medium-sized enterprises (SMEs) face mounting challenges in regard to delivering differentiated and responsive customer experiences. This study investigates the role of Industrial Internet of Things-enabled coopetition networks (IIoT-CNs) in enhancing the customer experience and value cocreation among SMEs. Grounded in Service-Dominant Logic, this research explores how interfirm collaboration and real-time data integration influence key performance indicators (KPIs), including perceived product quality, delivery timeliness, packaging standards, and product performance. Methods: An experimental design involving SMEs in Portugal’s ornamental stone sector contrasts traditional operations with digitally integrated coopetition practices. Results: While individual KPI improvements were not statistically significant, regression analysis revealed a significant positive relationship between IIoT-CN participation and the overall customer experience. The reduced variance in the performance metrics further suggests increased consistency and reliability across the network. Conclusions: These findings highlight IIoT-CNs as a promising model for SME digital transformation, contingent on trust, interoperability, and collaborative governance. This study contributes empirical evidence and practical insights for advancing customer-centric innovation in SME-dominated supply chains.

Exploring the role of inter-municipal cooperation in the foster care market: between collaboration and competition

2025-06-13

Veronica Hällqvist | European Journal of Social Work

Knowledge management risks in open innovations: a qualitative assessment

2025-06-12

Juthamon Sithipolvanichgul , Amandeep Dhir , Shalini Talwar +2 more | Journal of Knowledge Management

Purpose Open innovation offers a tremendous opportunity for assimilating and commercializing the best knowledge available in a firm’s ecosystem. However, it brings a host of knowledge management risks that have … Purpose Open innovation offers a tremendous opportunity for assimilating and commercializing the best knowledge available in a firm’s ecosystem. However, it brings a host of knowledge management risks that have remained obscure in industry and academic discourse. Thus, this study aims to examine the knowledge management risks that make the open innovation process vulnerable to failure as it progresses through different phases, from ideation to commercialization. The study not only aims to identify the risks but also seeks to systematically map them to the distinct phases where they manifest and offer targeted mitigation strategies. Design/methodology/approach The authors used a qualitative research design to address the study’s research questions. Specifically, the authors administered open-ended essays to collect empirical data from employees of firms familiar with the open innovation process. A total of 39 complete responses were received, which the authors analyzed inductively using Gioia’s approach. The results are presented through a data structure comprising 45 first-order concepts, 16 second-order themes and eight aggregate dimensions. Findings This study’s findings revealed three categories of knowledge management risks in the open innovation process: (i) risks in the knowledge discovery process, (ii) knowledge discovery-pre-implementation gaps and (iii) knowledge sharing-execution gaps. The study further identified five categories of potential mitigation strategies to overcome knowledge management risks: (iv) countering opportunistic behavior, (v) offsetting efficacy challenges, (vi) reducing operational issues, (vii) preventing stakeholder disengagement and (viii) avoiding ambiguous deliverables. Originality/value To the best of the authors’ knowledge, this is the first empirical examination of knowledge management risks systematically mapped to three phases of open innovation. This temporal conceptualization of risks that occur as open innovation unfolds through different phases adds a novel dimension to the existing literature on knowledge management in open innovation. In addition to revealing that knowledge management risks vary by phase – necessitating a phase-specific risk-mitigation approach – the authors offer specific mitigation strategies. Overall, the study offers a novel 360-degree perspective on knowledge management risks, starting with sources and ending with potential mitigation strategies to avoid or reduce the potential risks. The authors add value to theory and practice by formulating an open innovation knowledge risk framework comprising three distinct parts to present an integrated overview of all key dimensions.

The Practitioner's Voice in Co-Design: Agentic Boundary Crossing

2025-06-10

Rhys Adams , Elizabeth S. Charles | Proceedings.

Distributed leadership from the perspective of economic and administrative sciences

2025-06-07

Pedro Luis Bracho-Fuenmayor , Paola Adriana Georgina Delaporte Quintana | Management

Distributed leadership represents a management approach that addresses the inherent challenges of contemporary organizations, which face high complexity due to the need for constant adaptation. This research adopted a systematic … Distributed leadership represents a management approach that addresses the inherent challenges of contemporary organizations, which face high complexity due to the need for constant adaptation. This research adopted a systematic literature review design to analyze the development of distributed leadership from economic and administrative sciences. A total of 623 documents indexed in Scopus between 2019 and 2024 were examined using bibliometric and qualitative analyses with tools such as VOSviewer. The results reveal exponential growth in scientific production (126.7% since 2019), initially led by the United States and the United Kingdom but with increasing contributions from emerging economies such as Malaysia and Jordan. Four main thematic clusters were identified: hybrid leadership (transformational/ethical), organizational dynamics, critical contexts (education/health), and digital transformation. However, geographical gaps (Latin America, Africa) and methodological biases persist, with a predominance of cross-sectional quantitative studies over qualitative approaches. In education, distributed leadership was found to strengthen teacher collaboration and institutional effectiveness. In the business sector, it was associated with greater innovation and resilience, particularly in technology industries and crisis contexts.