Pub Date : 2025-04-07DOI: 10.1016/j.lrp.2025.102528
Hyundo Choi
Internal development project organizations are likely to have a pre-defined internal goal to optimize the use of internal resources while joint development project organizations tend to have a flexible goal to take advantage of diverse external resources. In this situation, the managerial direction multiplicity of project managers (i.e., convergent or multi-faceted directions) reflected in their organizational structures can affect the effectiveness of sourcing strategy differently. Three key structural components of project managers—project manager group size, prior interactions among project managers, and managerial authority split—were chosen to examine their impact on project market performance by two sourcing strategies. Empirical evidence from the Korean popular music (K-Pop) industry for the period 2004–2013 at the album project-level supports that project manager structures offering multi-faceted directions improve project market performance more for joint development projects, while those offering convergent directions improve performance more for internal development projects. This study highlights the importance of project manager structures in sourcing strategies by theorizing managerial direction multiplicity as a key mechanism.
{"title":"Sourcing smart through project manager structures: The role of managerial direction multiplicity in Korean popular music industry","authors":"Hyundo Choi","doi":"10.1016/j.lrp.2025.102528","DOIUrl":"10.1016/j.lrp.2025.102528","url":null,"abstract":"<div><div>Internal development project organizations are likely to have a pre-defined internal goal to optimize the use of internal resources while joint development project organizations tend to have a flexible goal to take advantage of diverse external resources. In this situation, the managerial direction multiplicity of project managers (i.e., convergent or multi-faceted directions) reflected in their organizational structures can affect the effectiveness of sourcing strategy differently. Three key structural components of project managers—project manager group size, prior interactions among project managers, and managerial authority split—were chosen to examine their impact on project market performance by two sourcing strategies. Empirical evidence from the Korean popular music (K-Pop) industry for the period 2004–2013 at the album project-level supports that project manager structures offering multi-faceted directions improve project market performance more for joint development projects, while those offering convergent directions improve performance more for internal development projects. This study highlights the importance of project manager structures in sourcing strategies by theorizing managerial direction multiplicity as a key mechanism.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102528"},"PeriodicalIF":7.4,"publicationDate":"2025-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143785960","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-04-04DOI: 10.1016/j.lrp.2025.102531
Rodolphe Durand, Pauline Asmar
This paper examines the relationship between communication regarding a firm's purpose between a team leader and individual team members (referred to as “purpose dialogue”) and the resulting levels of team commitment. We hypothesize that increased dialogue about purpose will lead to higher team commitment by enhancing consensus on the team's tasks and objectives. We also expect that this relationship will be negatively moderated by the variation in leader-member exchange quality (that undermines this consensus) and positively by autonomy given by leaders to individual team members (which reinforces it.) Using data from 469 firms and 57,440 individual observations, we find support for our hypotheses across different specifications. This paper contributes to research on corporate purpose at the team level, leader-member exchange theory, and management practice.
{"title":"Is team commitment related to dialogue about corporate purpose?","authors":"Rodolphe Durand, Pauline Asmar","doi":"10.1016/j.lrp.2025.102531","DOIUrl":"10.1016/j.lrp.2025.102531","url":null,"abstract":"<div><div>This paper examines the relationship between communication regarding a firm's purpose between a team leader and individual team members (referred to as “purpose dialogue”) and the resulting levels of team commitment. We hypothesize that increased dialogue about purpose will lead to higher team commitment by enhancing consensus on the team's tasks and objectives. We also expect that this relationship will be negatively moderated by the variation in leader-member exchange quality (that undermines this consensus) and positively by autonomy given by leaders to individual team members (which reinforces it.) Using data from 469 firms and 57,440 individual observations, we find support for our hypotheses across different specifications. This paper contributes to research on corporate purpose at the team level, leader-member exchange theory, and management practice.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102531"},"PeriodicalIF":7.4,"publicationDate":"2025-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144222316","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-30DOI: 10.1016/j.lrp.2025.102530
Yong Lin , Yi Sun , Yongjiang Shi , Gu Pang , Jing Luo
In the digital era, platform-based multinational corporations (PMNCs) have risen to global prominence, fundamentally differing from traditional multinational corporations (TMNCs) in their business models, internationalization strategies, and external environmental challenges. These distinctions demand specialized capabilities to navigate the complexities of global markets. Modularity has emerged as a critical mechanism for fostering resilience in PMNCs, equipping them to adapt and thrive amid international uncertainties. This study presents a conceptual framework grounded in the Structure-Conduct-Performance (SCP) paradigm, dissecting resilience development and enhancement into three modular layers: technical architecture, organizational structure, and market configuration. By exploring the synergistic interactions among these layers, the framework reveals how their alignment enhances scalability, flexibility, and adaptability, collectively underpinning the internationalization resilience of PMNCs. This research contributes to a deeper understanding of modularity's role in supporting global growth and offers strategic insights for navigating the volatile landscape of international business.
{"title":"Developing resilience with modular logic for the internationalization of platform MNCs","authors":"Yong Lin , Yi Sun , Yongjiang Shi , Gu Pang , Jing Luo","doi":"10.1016/j.lrp.2025.102530","DOIUrl":"10.1016/j.lrp.2025.102530","url":null,"abstract":"<div><div>In the digital era, platform-based multinational corporations (PMNCs) have risen to global prominence, fundamentally differing from traditional multinational corporations (TMNCs) in their business models, internationalization strategies, and external environmental challenges. These distinctions demand specialized capabilities to navigate the complexities of global markets. Modularity has emerged as a critical mechanism for fostering resilience in PMNCs, equipping them to adapt and thrive amid international uncertainties. This study presents a conceptual framework grounded in the Structure-Conduct-Performance (SCP) paradigm, dissecting resilience development and enhancement into three modular layers: technical architecture, organizational structure, and market configuration. By exploring the synergistic interactions among these layers, the framework reveals how their alignment enhances scalability, flexibility, and adaptability, collectively underpinning the internationalization resilience of PMNCs. This research contributes to a deeper understanding of modularity's role in supporting global growth and offers strategic insights for navigating the volatile landscape of international business.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102530"},"PeriodicalIF":7.4,"publicationDate":"2025-03-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143748552","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-24DOI: 10.1016/j.lrp.2025.102527
Runping Guo , Peng Lu , Jing Zhang , Ziqing Feng
The existing literature highlights the importance of customer orientation in enhancing strategic agility. However, certain studies have highlighted the adverse effects of customer orientation, particularly for resource-limited digital new ventures. This study aims to reconcile these divergent views by differentiating strategic agility into two dimensions: entrepreneurial agility and adaptive agility. This study attributes the varying effects of customer orientation on these two types of strategic agility to different mediating roles of strategic learning. While strategic learning enhances entrepreneurial agility, it has an inverted U-shaped impact on adaptive agility. Furthermore, the study suggests that market turbulence moderates the effects of customer orientation. Survey data from Chinese digital new ventures supports the hypotheses. This research contributes to the agility literature by proposing strategic learning as an internal mechanism through which customer orientation influences strategic agility. It also highlights the impacts of external environmental conditions. The theoretical framework provides a harmonious explanation for the contrasting effects of customer orientation, offering valuable managerial insights for improving strategic agility.
{"title":"How does digital new venture's customer orientation enhance strategic agility? The roles of strategic learning","authors":"Runping Guo , Peng Lu , Jing Zhang , Ziqing Feng","doi":"10.1016/j.lrp.2025.102527","DOIUrl":"10.1016/j.lrp.2025.102527","url":null,"abstract":"<div><div>The existing literature highlights the importance of customer orientation in enhancing strategic agility. However, certain studies have highlighted the adverse effects of customer orientation, particularly for resource-limited digital new ventures. This study aims to reconcile these divergent views by differentiating strategic agility into two dimensions: entrepreneurial agility and adaptive agility. This study attributes the varying effects of customer orientation on these two types of strategic agility to different mediating roles of strategic learning. While strategic learning enhances entrepreneurial agility, it has an inverted U-shaped impact on adaptive agility. Furthermore, the study suggests that market turbulence moderates the effects of customer orientation. Survey data from Chinese digital new ventures supports the hypotheses. This research contributes to the agility literature by proposing strategic learning as an internal mechanism through which customer orientation influences strategic agility. It also highlights the impacts of external environmental conditions. The theoretical framework provides a harmonious explanation for the contrasting effects of customer orientation, offering valuable managerial insights for improving strategic agility.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102527"},"PeriodicalIF":7.4,"publicationDate":"2025-03-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143738030","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-20DOI: 10.1016/j.lrp.2025.102526
Christopher A. Hartwell , Ziko Konwar , Timothy M. Devinney
In this perspective piece, we stress the importance of intra-country institutional variance. Building on recent advances on sub-national political institutions and our own ongoing work, we focus on federal political systems and how they exert influence on the strategic decisions of MNEs – particularly in foreign location strategy.
{"title":"Scratching the surface: Multinational enterprises and federalist political systems","authors":"Christopher A. Hartwell , Ziko Konwar , Timothy M. Devinney","doi":"10.1016/j.lrp.2025.102526","DOIUrl":"10.1016/j.lrp.2025.102526","url":null,"abstract":"<div><div>In this perspective piece, we stress the importance of intra-country institutional variance. Building on recent advances on sub-national political institutions and our own ongoing work, we focus on federal political systems and how they exert influence on the strategic decisions of MNEs – particularly in foreign location strategy.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102526"},"PeriodicalIF":7.4,"publicationDate":"2025-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143697629","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-12DOI: 10.1016/j.lrp.2025.102525
Shahid Hafeez , Khuram Shahzad , Muthu De Silva
While the dynamic capabilities framework discusses the sensing, seizing, and transformation capabilities of organisations, we lack knowledge of the specific dynamic capabilities of intermediaries that support collaborations leading to the digital transformation of small and medium enterprises (SMEs). The specific role of intermediaries supporting collaboration between SMEs and the ecosystem, the unique barriers confronted by SMEs, and the long-term focus required for digital transformation suggest that intermediaries should deploy specific dynamic capabilities. By conducting in-depth interviews with innovation intermediaries, SMEs, and other ecosystem actors in the Ostrobothnia region of Finland, we make three original contributions to the dynamic capability framework. First, while the literature has discussed spotting opportunities and bringing partners together as sensing dynamic capability, we make an original contribution by demonstrating the ‘ancillary opportunity spotting capability’ of intermediaries. This includes intermediaries spotting opportunities to develop digital technologies to address business, environmental, or social challenges of ecosystem actors (e.g. developing carbon-neutral solutions) where SME digital transformation is only indirectly achieved: hence, this is described as an ancillary opportunity. Second, while the literature has discussed that the seizing capability involves exploiting opportunities by using resources, we identified that intermediaries leverage ‘business model co-creation capability’ for seizing. This predominantly consists of them co-creating – with the stakeholders of SMEs (i.e. customers, suppliers, and competitors) – the business models of SMEs for digital transformation. Third, as a transformation capability, intermediaries leverage ‘ecosystem revamping capability’ for continued and scaled-up SME digital transformation, the capabilities associated with which include altering opportunity and ecosystem structures, bridging inter-ecosystem collaborations, and deploying international best practices. Our finding has implications for intermediaries, SMEs, and policymakers keen to enhance SME digital transformation by enabling intermediaries to develop required dynamic capabilities.
{"title":"Enhancing digital transformation in SMEs: The dynamic capabilities of innovation intermediaries within ecosystems","authors":"Shahid Hafeez , Khuram Shahzad , Muthu De Silva","doi":"10.1016/j.lrp.2025.102525","DOIUrl":"10.1016/j.lrp.2025.102525","url":null,"abstract":"<div><div>While the dynamic capabilities framework discusses the sensing, seizing, and transformation capabilities of organisations, we lack knowledge of the specific dynamic capabilities of intermediaries that support collaborations leading to the digital transformation of small and medium enterprises (SMEs). The specific role of intermediaries supporting collaboration between SMEs and the ecosystem, the unique barriers confronted by SMEs, and the long-term focus required for digital transformation suggest that intermediaries should deploy specific dynamic capabilities. By conducting in-depth interviews with innovation intermediaries, SMEs, and other ecosystem actors in the Ostrobothnia region of Finland, we make three original contributions to the dynamic capability framework. First, while the literature has discussed spotting opportunities and bringing partners together as <em>sensing</em> dynamic capability, we make an original contribution by demonstrating the ‘<em>ancillary opportunity spotting capability</em>’ of intermediaries. This includes intermediaries spotting opportunities to develop digital technologies to address business, environmental, or social challenges of ecosystem actors (e.g. developing carbon-neutral solutions) where SME digital transformation is only indirectly achieved: hence, this is described as an ancillary opportunity. Second, while the literature has discussed that the <em>seizing</em> capability involves exploiting opportunities by using resources, we identified that intermediaries leverage ‘<em>business model co-creation capability</em>’ for seizing. This predominantly consists of them co-creating – with the stakeholders of SMEs (i.e. customers, suppliers, and competitors) – the business models of SMEs for digital transformation. Third, as a <em>transformation</em> capability, intermediaries leverage ‘<em>ecosystem revamping capability</em>’ for continued and scaled-up SME digital transformation, the capabilities associated with which include altering opportunity and ecosystem structures, bridging inter-ecosystem collaborations, and deploying international best practices. Our finding has implications for intermediaries, SMEs, and policymakers keen to enhance SME digital transformation by enabling intermediaries to develop required dynamic capabilities.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102525"},"PeriodicalIF":7.4,"publicationDate":"2025-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143629054","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-02-17DOI: 10.1016/j.lrp.2025.102515
Aras Can Aktan , Fabrizio Castellucci
Although the role structure of top management teams (TMT) is a relevant topic in strategic leadership research, the hierarchical structure of TMTs still needs to be explored. In this study, we conduct an exploratory analysis to understand better how TMTs are hierarchically structured and what drives different hierarchical configurations across TMTs. Our empirical analysis of 260 Standard & Poor firms between 2007 and 2018 offers unique insights. Primarily, we discover that even though TMT sizes remained constant between the years of observation, they became less hierarchical in structure, meaning that TMTs became relatively flatter. Moreover, we find that several factors related to CEO characteristics, strategic leadership, corporate governance, and firm and environmental conditions drove the changes in the hierarchical structure of TMTs. These combined empirical insights call for nuanced theoretical explanations of TMT hierarchical structures. We contribute to the TMT literature mainly by highlighting the development of different TMT hierarchical structures and providing new insights into their determinants.
{"title":"Top management teams hierarchical structures: An exploration of multi-level determinants","authors":"Aras Can Aktan , Fabrizio Castellucci","doi":"10.1016/j.lrp.2025.102515","DOIUrl":"10.1016/j.lrp.2025.102515","url":null,"abstract":"<div><div>Although the role structure of top management teams (TMT) is a relevant topic in strategic leadership research, the hierarchical structure of TMTs still needs to be explored. In this study, we conduct an exploratory analysis to understand better how TMTs are hierarchically structured and what drives different hierarchical configurations across TMTs. Our empirical analysis of 260 Standard & Poor firms between 2007 and 2018 offers unique insights. Primarily, we discover that even though TMT sizes remained constant between the years of observation, they became less hierarchical in structure, meaning that TMTs became relatively flatter. Moreover, we find that several factors related to CEO characteristics, strategic leadership, corporate governance, and firm and environmental conditions drove the changes in the hierarchical structure of TMTs. These combined empirical insights call for nuanced theoretical explanations of TMT hierarchical structures. We contribute to the TMT literature mainly by highlighting the development of different TMT hierarchical structures and providing new insights into their determinants.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 3","pages":"Article 102515"},"PeriodicalIF":7.4,"publicationDate":"2025-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143479172","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-02-13DOI: 10.1016/j.lrp.2025.102510
Pasi Nevalainen , Juha-Antti Lamberg , Jarmo Seppälä , Pekka Mattila
Turning points—periods when firms shift their strategic trajectory—are central to the literature on strategic renewal. This study advances theoretical understanding by examining how executive training, a potential component of turning points, serves as a platform for constructing future trajectories. We investigate how such programs catalyze renewal by enabling firms to transition from one historical trajectory to another. Through an in-depth qualitative analysis of corporate archives, we find that the transformative effects of executive training hinge on power dynamics among organizational coalitions and the program's ability to challenge entrenched trajectories while inspiring new possibilities. Executive training creates temporal spaces where envisioning a future strategic direction requires both stigmatizing the existing trajectory and conceptualizing an alternative path forward. These programs are not neutral. Instead, they are shaped by power struggles that influence their content and objectives. Executives can strategically leverage training to steer broader renewal efforts, reframe perceptions of the firm's past, and articulate a vision for its future. In this way, executive training emerges as a critical tool not only for capability development but also for driving fundamental strategic transformations.
{"title":"Executive training as a turning point in strategic renewal processes☆","authors":"Pasi Nevalainen , Juha-Antti Lamberg , Jarmo Seppälä , Pekka Mattila","doi":"10.1016/j.lrp.2025.102510","DOIUrl":"10.1016/j.lrp.2025.102510","url":null,"abstract":"<div><div>Turning points—periods when firms shift their strategic trajectory—are central to the literature on strategic renewal. This study advances theoretical understanding by examining how executive training, a potential component of turning points, serves as a platform for constructing future trajectories. We investigate how such programs catalyze renewal by enabling firms to transition from one historical trajectory to another. Through an in-depth qualitative analysis of corporate archives, we find that the transformative effects of executive training hinge on power dynamics among organizational coalitions and the program's ability to challenge entrenched trajectories while inspiring new possibilities. Executive training creates temporal spaces where envisioning a future strategic direction requires both stigmatizing the existing trajectory and conceptualizing an alternative path forward. These programs are not neutral. Instead, they are shaped by power struggles that influence their content and objectives. Executives can strategically leverage training to steer broader renewal efforts, reframe perceptions of the firm's past, and articulate a vision for its future. In this way, executive training emerges as a critical tool not only for capability development but also for driving fundamental strategic transformations.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 2","pages":"Article 102510"},"PeriodicalIF":7.4,"publicationDate":"2025-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143429241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-02-12DOI: 10.1016/j.lrp.2025.102513
Matteo Cristofaro , Ivo Hristov , Riccardo Cimini , Dan Lovallo
An enduring question in the survival and growth of new ventures literature is why some start-ups secure survival while others fail, and why certain nascent firms achieve rapid growth in the ensuing years while many stagnate. This study investigates how conservative and aggressive resource allocation strategies impact these outcomes. By analyzing 44,559 firm-year observations in Italy from 2011 to 2019, we find that the more aggressive the resource allocation strategies—i.e., allocating a larger share of total assets to non-financial resources—the greater the likelihood of survival in the early phase. The same holds true during the growth phase, where ventures that continue adopting aggressive resource allocation strategies significantly increase their chances of becoming high-growth firms. Additional analysis highlights the critical role of plant, property, and equipment in influencing these outcomes. We also demonstrate that past resource allocation strategies exert a path-dependence effect. This underscores the importance of early-stage decisions in shaping a venture's long-term growth trajectory, as the more aggressive the resource allocation during the survival phase, the higher the likelihood of transitioning into a high-growth firm in later stages.
{"title":"From start to stardom: The impact of resource allocation strategies on new venture survival and growth","authors":"Matteo Cristofaro , Ivo Hristov , Riccardo Cimini , Dan Lovallo","doi":"10.1016/j.lrp.2025.102513","DOIUrl":"10.1016/j.lrp.2025.102513","url":null,"abstract":"<div><div>An enduring question in the survival and growth of new ventures literature is why some start-ups secure survival while others fail, and why certain nascent firms achieve rapid growth in the ensuing years while many stagnate. This study investigates how conservative and aggressive resource allocation strategies impact these outcomes. By analyzing 44,559 firm-year observations in Italy from 2011 to 2019, we find that the more aggressive the resource allocation strategies—i.e., allocating a larger share of total assets to non-financial resources—the greater the likelihood of survival in the early phase. The same holds true during the growth phase, where ventures that continue adopting aggressive resource allocation strategies significantly increase their chances of becoming high-growth firms. Additional analysis highlights the critical role of plant, property, and equipment in influencing these outcomes. We also demonstrate that past resource allocation strategies exert a path-dependence effect. This underscores the importance of early-stage decisions in shaping a venture's long-term growth trajectory, as the more aggressive the resource allocation during the survival phase, the higher the likelihood of transitioning into a high-growth firm in later stages.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 2","pages":"Article 102513"},"PeriodicalIF":7.4,"publicationDate":"2025-02-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143429396","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-02-11DOI: 10.1016/j.lrp.2025.102514
Oleksandr Tsaruk
Digital platform app developers (i.e., complementors) must maintain a high pace of change in their apps to secure their survival in a platform's dynamic competitive context. However, not all app design changes help extend an app's survival time on the platform. Complementors can employ platform-specific competitive logic by updating their apps with new features that utilize network effects, such as introducing connectivity between focal app users and interconnectivity with the users of different apps. To increase our understanding of the effect of app updates on app longevity, I theorize that app updates are competitive technology actions that can employ a winner-take-all competitive logic at the complementor app level if they introduce app features that utilize network effects. Complementor specialization is known to attenuate app longevity. However, this strengthens the positive effect of app updates on app longevity. Support for these hypotheses was found in a panel dataset comprising three million Android applications observed on the Google Play Store. This study contributes to the growing body of research on app level competition on digital platforms by investigating app longevity and the role of complementor specialization. It advances a longevity strategy for complementors' apps by utilizing the network effects in complementors' apps and their specialization.
{"title":"Persistence in mobile app ecosystems: App longevity via updates and the role of complementor specialization","authors":"Oleksandr Tsaruk","doi":"10.1016/j.lrp.2025.102514","DOIUrl":"10.1016/j.lrp.2025.102514","url":null,"abstract":"<div><div>Digital platform app developers (i.e., <em>complementors</em>) must maintain a high pace of change in their apps to secure their survival in a platform's dynamic competitive context. However, not all app design changes help extend an app's survival time on the platform. Complementors can employ platform-specific competitive logic by updating their apps with new features that utilize network effects, such as introducing connectivity between focal app users and interconnectivity with the users of different apps. To increase our understanding of the effect of app updates on app longevity, I theorize that app updates are competitive technology actions that can employ a winner-take-all competitive logic at the complementor app level if they introduce app features that utilize network effects. Complementor specialization is known to attenuate app longevity. However, this strengthens the positive effect of app updates on app longevity. Support for these hypotheses was found in a panel dataset comprising three million Android applications observed on the Google Play Store. This study contributes to the growing body of research on app level competition on digital platforms by investigating app longevity and the role of complementor specialization. It advances a longevity strategy for complementors' apps by utilizing the network effects in complementors' apps and their specialization.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 2","pages":"Article 102514"},"PeriodicalIF":7.4,"publicationDate":"2025-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143510825","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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