Pub Date : 2022-08-01DOI: 10.1177/14761270221118220
L. Berchicci
In recent years, there has been a lively debate in the management field on whether and how top managers and Chief Executive Officers (CEOs) matter to the company’s performance (e.g. Fitza, 2014; Quigley and Hambrick, 2015). The collection of accepted papers in this issue of Strategic Organization seems to suggest that Top Management Teams (TMTs) influence not only specific corporate strategy decisions but also their firm’s performance. By examining a number of boundary conditions from different theoretical vantage points, these articles clearly position themselves in the “TMT matters” camp, with heterogeneous effects on firm performance. We can cluster the articles into three ‘baskets’: the effect of TMT (1) on the relation between performance feedback and a firm’s behavior; (2) on strategic oversight, the accuracy of strategic decisions, and acquisition target selection; and (3) on the link between CEO characteristics and firm performance. From Basket 1, two articles build on the Behavioral Theory of the Firm (BTOF) to suggest that TMT team characteristics and managerial perceptions of performance feedback influence a firm’s behavior. Saraf et al. (2022) examine how the inconsistency between objective performance feedback and managerial perceptions affects a firm’s propensity for innovation. They find that inconsistency has a negative effect on innovation propensity. Instead of looking into perceptions, Kolev and McNamara (2022) examine the structural attributes of TMTs as an important moderating factor in the relationship between performance feedback and a firm’s behavior. They show that when performances are below aspirations, TMTs with greater tenure diversity, smaller size, and smaller pay disparity among members tend to engage in more strategic risk-taking. Next, we have three articles that examine the effect of TMTs on various strategic decisions. Using data on CEOs and TMTs from Chinese firms, Li and Sullivan (2022) examine the relationship between managerial hubris and strategic foresight and argue that managerial hubris negatively impacts strategic foresight due to biases in attending, encoding, and processing information. By building a multi-agent model, Miller and Lin (2022) investigate how TMT characteristics influence the accuracy of diagnoses of strategic issues within the team. Among other interesting results, they show that attending to other managers’ inferences proves detrimental to the accuracy of strategic issue diagnoses while attending to the environment improves it. Thus, these two articles together seem to suggest that while strategic foresight improves strategic analysis, managerial hubris and TMT characteristics could hamper these relations. The third article examines how acquirers value targets’ technological relatedness (i.e. similarity and complementarity) in acquisition target selection. Kavusan et al. (2022) suggest and find that demographic fault lines within the TMT affect the team’s information processing capabi
{"title":"Themed issue: Top management matters","authors":"L. Berchicci","doi":"10.1177/14761270221118220","DOIUrl":"https://doi.org/10.1177/14761270221118220","url":null,"abstract":"In recent years, there has been a lively debate in the management field on whether and how top managers and Chief Executive Officers (CEOs) matter to the company’s performance (e.g. Fitza, 2014; Quigley and Hambrick, 2015). The collection of accepted papers in this issue of Strategic Organization seems to suggest that Top Management Teams (TMTs) influence not only specific corporate strategy decisions but also their firm’s performance. By examining a number of boundary conditions from different theoretical vantage points, these articles clearly position themselves in the “TMT matters” camp, with heterogeneous effects on firm performance. We can cluster the articles into three ‘baskets’: the effect of TMT (1) on the relation between performance feedback and a firm’s behavior; (2) on strategic oversight, the accuracy of strategic decisions, and acquisition target selection; and (3) on the link between CEO characteristics and firm performance. From Basket 1, two articles build on the Behavioral Theory of the Firm (BTOF) to suggest that TMT team characteristics and managerial perceptions of performance feedback influence a firm’s behavior. Saraf et al. (2022) examine how the inconsistency between objective performance feedback and managerial perceptions affects a firm’s propensity for innovation. They find that inconsistency has a negative effect on innovation propensity. Instead of looking into perceptions, Kolev and McNamara (2022) examine the structural attributes of TMTs as an important moderating factor in the relationship between performance feedback and a firm’s behavior. They show that when performances are below aspirations, TMTs with greater tenure diversity, smaller size, and smaller pay disparity among members tend to engage in more strategic risk-taking. Next, we have three articles that examine the effect of TMTs on various strategic decisions. Using data on CEOs and TMTs from Chinese firms, Li and Sullivan (2022) examine the relationship between managerial hubris and strategic foresight and argue that managerial hubris negatively impacts strategic foresight due to biases in attending, encoding, and processing information. By building a multi-agent model, Miller and Lin (2022) investigate how TMT characteristics influence the accuracy of diagnoses of strategic issues within the team. Among other interesting results, they show that attending to other managers’ inferences proves detrimental to the accuracy of strategic issue diagnoses while attending to the environment improves it. Thus, these two articles together seem to suggest that while strategic foresight improves strategic analysis, managerial hubris and TMT characteristics could hamper these relations. The third article examines how acquirers value targets’ technological relatedness (i.e. similarity and complementarity) in acquisition target selection. Kavusan et al. (2022) suggest and find that demographic fault lines within the TMT affect the team’s information processing capabi","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"20 1","pages":"449 - 450"},"PeriodicalIF":4.9,"publicationDate":"2022-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49161157","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 : 2022-07-30DOI: 10.1177/14761270221119113
Paola Cillo, Gianmario Verona
Building on the vast literature on technological innovation and new product development, we propose a “strategic organization” framework to inform future research. The framework focuses on two core constructs: “agents” (external stakeholders and internal members of the firm involved in innovation activities) and “capabilities” (activities, systems, and values that retain and unfold organizational knowledge). It also distinguishes between two levels: the “new product development” process (the strategic and organizational sequences of tasks and decisions that compose product development activities); and the “firm” (the strategic and higher-order activities that shape corporate governance, corporate strategy, competitive strategy, and the organizational configuration of the firm). We draw on the framework to highlight how the strategic and organizational management of innovation has moved from a specialized organizational unit, the Research and Development function, to the C-suite. We discuss the implications of this framework for future research and highlight emerging challenges related to short-term financial pressures, sustainability, and digital transformation.
{"title":"The strategic organization of innovation: State of the art and emerging challenges","authors":"Paola Cillo, Gianmario Verona","doi":"10.1177/14761270221119113","DOIUrl":"https://doi.org/10.1177/14761270221119113","url":null,"abstract":"Building on the vast literature on technological innovation and new product development, we propose a “strategic organization” framework to inform future research. The framework focuses on two core constructs: “agents” (external stakeholders and internal members of the firm involved in innovation activities) and “capabilities” (activities, systems, and values that retain and unfold organizational knowledge). It also distinguishes between two levels: the “new product development” process (the strategic and organizational sequences of tasks and decisions that compose product development activities); and the “firm” (the strategic and higher-order activities that shape corporate governance, corporate strategy, competitive strategy, and the organizational configuration of the firm). We draw on the framework to highlight how the strategic and organizational management of innovation has moved from a specialized organizational unit, the Research and Development function, to the C-suite. We discuss the implications of this framework for future research and highlight emerging challenges related to short-term financial pressures, sustainability, and digital transformation.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"20 1","pages":"743 - 756"},"PeriodicalIF":4.9,"publicationDate":"2022-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48591880","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 : 2022-07-27DOI: 10.1177/14761270221118334
Linda Rouleau, C. Cloutier
Over the past years, strategy-as-practice research has become a cornerstone for better understanding how strategy emerges from the sayings and doings of individuals in organizations. While tremendous progress has been made, we believe that the process that has led us to where we are today has left a crucial debate for understanding strategy as a “practice” behind. Inspired by other recent challenges to the field, we address a central question that has concerned the strategy-as-practice community from its early beginnings, but for which an adequate answer has yet to be provided: What is practice? We answer this question by suggesting that strategy-as-practice scholars place a knowledgeability principle at the core of their conceptualization of practice. We believe that taking the notion of practice more seriously in our research in this way will help not only reinvigorate, but also revitalize our field by deepening our understanding of the relationship between practice research and strategic organization.
{"title":"It’s strategy. But is it practice? Desperately seeking social practice in strategy-as-practice research","authors":"Linda Rouleau, C. Cloutier","doi":"10.1177/14761270221118334","DOIUrl":"https://doi.org/10.1177/14761270221118334","url":null,"abstract":"Over the past years, strategy-as-practice research has become a cornerstone for better understanding how strategy emerges from the sayings and doings of individuals in organizations. While tremendous progress has been made, we believe that the process that has led us to where we are today has left a crucial debate for understanding strategy as a “practice” behind. Inspired by other recent challenges to the field, we address a central question that has concerned the strategy-as-practice community from its early beginnings, but for which an adequate answer has yet to be provided: What is practice? We answer this question by suggesting that strategy-as-practice scholars place a knowledgeability principle at the core of their conceptualization of practice. We believe that taking the notion of practice more seriously in our research in this way will help not only reinvigorate, but also revitalize our field by deepening our understanding of the relationship between practice research and strategic organization.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"20 1","pages":"722 - 733"},"PeriodicalIF":4.9,"publicationDate":"2022-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47455146","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 : 2022-07-22DOI: 10.1177/14761270221115377
Constance E. Helfat
A large stream of theoretical and empirical research has developed on the topic of dynamic capabilities. However, research on the mechanisms through which dynamic capabilities affect outcomes for firms has often focused on alterations to firms’ resource bases (their resources and capabilities), with less attention to the effects of dynamic capabilities on the external environment. I introduce the concept of external-facing dynamic capabilities and explain how these capabilities may have direct effects on the external environment, in addition to helping firms alter their resource bases. These effects in turn can help firms adapt to and even shape their external environments.
{"title":"Strategic organization, dynamic capabilities, and the external environment","authors":"Constance E. Helfat","doi":"10.1177/14761270221115377","DOIUrl":"https://doi.org/10.1177/14761270221115377","url":null,"abstract":"A large stream of theoretical and empirical research has developed on the topic of dynamic capabilities. However, research on the mechanisms through which dynamic capabilities affect outcomes for firms has often focused on alterations to firms’ resource bases (their resources and capabilities), with less attention to the effects of dynamic capabilities on the external environment. I introduce the concept of external-facing dynamic capabilities and explain how these capabilities may have direct effects on the external environment, in addition to helping firms alter their resource bases. These effects in turn can help firms adapt to and even shape their external environments.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"20 1","pages":"734 - 742"},"PeriodicalIF":4.9,"publicationDate":"2022-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47952371","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 : 2022-07-22DOI: 10.1177/14761270221114913
Nick Mmbaga, Jiaju Yan, David Gras
We use a mixed methods design to investigate the relationship between scope and performance within nonprofits and under varying conditions of environmental dynamism, munificence, and complexity. Prior strategy research on for-profit organizations suggests that relatively high levels of environmental dynamism and complexity attenuate the negative relationship between scope and performance, while greater munificence reinforces it. Our longitudinal quantitative study of approximately 63,000 Canadian nonprofits suggests the opposite: greater dynamism reinforces the negative relationship, and munificence bears no definitive effect, indicating that certain task environment effects on the scope–performance relationship manifest uniquely for organizations pursuing social over economic value creation. We then conduct qualitative interviews with nonprofit executives to explore in greater detail the probable mechanisms that underpin these relationships, highlighting three—nature of mission, scarcity of human capital, and competitive tension in collaboration. We offer several contributions to theory and practice regarding the relationship between nonprofit scope and performance.
{"title":"EXPRESS: BROAD VERSUS NARROW ORGANIZATIONAL SCOPE AMONG NONPROFITS: THE MODERATING EFFECTS OF THE TASK ENVIRONMENT","authors":"Nick Mmbaga, Jiaju Yan, David Gras","doi":"10.1177/14761270221114913","DOIUrl":"https://doi.org/10.1177/14761270221114913","url":null,"abstract":"We use a mixed methods design to investigate the relationship between scope and performance within nonprofits and under varying conditions of environmental dynamism, munificence, and complexity. Prior strategy research on for-profit organizations suggests that relatively high levels of environmental dynamism and complexity attenuate the negative relationship between scope and performance, while greater munificence reinforces it. Our longitudinal quantitative study of approximately 63,000 Canadian nonprofits suggests the opposite: greater dynamism reinforces the negative relationship, and munificence bears no definitive effect, indicating that certain task environment effects on the scope–performance relationship manifest uniquely for organizations pursuing social over economic value creation. We then conduct qualitative interviews with nonprofit executives to explore in greater detail the probable mechanisms that underpin these relationships, highlighting three—nature of mission, scarcity of human capital, and competitive tension in collaboration. We offer several contributions to theory and practice regarding the relationship between nonprofit scope and performance.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44239860","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 : 2022-07-22DOI: 10.1177/14761270221115406
M. Wiersema, Haeyoung Koo
Corporate governance research has been driven by underlying assumptions and perspectives that are predominantly based on our understanding of US publicly listed companies and US capital market constituents with an emphasis on shareholder value maximization. Yet today, public companies face a changed governance landscape driven by the growth in passive funds, the dominance of the Big Three index funds, and the emergence of activist hedge funds. In addition, increasing investor emphasis on environmental, social, and governance matters has led to a shift away from shareholder primacy. While public companies face an altered governance context, scholars for the most part have not paid attention to the ramifications of these developments on corporate governance and strategic decision-making. We articulate the factors that have emerged and identify opportunities for future research that will lead to greater insight and a more comprehensive understanding of how the changed governance landscape is influencing managerial and board decision-making and firm outcomes.
{"title":"Corporate governance in today’s world: Looking back and an agenda for the future","authors":"M. Wiersema, Haeyoung Koo","doi":"10.1177/14761270221115406","DOIUrl":"https://doi.org/10.1177/14761270221115406","url":null,"abstract":"Corporate governance research has been driven by underlying assumptions and perspectives that are predominantly based on our understanding of US publicly listed companies and US capital market constituents with an emphasis on shareholder value maximization. Yet today, public companies face a changed governance landscape driven by the growth in passive funds, the dominance of the Big Three index funds, and the emergence of activist hedge funds. In addition, increasing investor emphasis on environmental, social, and governance matters has led to a shift away from shareholder primacy. While public companies face an altered governance context, scholars for the most part have not paid attention to the ramifications of these developments on corporate governance and strategic decision-making. We articulate the factors that have emerged and identify opportunities for future research that will lead to greater insight and a more comprehensive understanding of how the changed governance landscape is influencing managerial and board decision-making and firm outcomes.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"20 1","pages":"786 - 796"},"PeriodicalIF":4.9,"publicationDate":"2022-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43800082","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 : 2022-07-22DOI: 10.1177/14761270221114915
Joel A. C. Baum, R. Greenwood, P. Jennings
As Strategic Organization—SO!—turns 20, we reflect on the inspirations and aspirations behind the journal’s creation, contemplate its accomplishments, and share some themes it might amplify in the future. We find much to celebrate, as well as things to contemplate. The journal has accomplished a great deal during its adolescent and teen years. Our original inspirations and aspirations, updated by our successors, have positioned the journal as the forum for integrative research on strategy and organizations that is pursued rigorously and in an open-minded way. While we think our original vision for Strategic Organization has largely been realized—both for the journal and the field—we see interesting and important openings for new strategic organization research initiatives in areas including novel designs, emerging socio-political processes, and widening societal effects; initiatives we believe will benefit from research approaches that emphasize template eclecticism and careful detective work.
{"title":"Constructing strategic organization: A field whose time has come","authors":"Joel A. C. Baum, R. Greenwood, P. Jennings","doi":"10.1177/14761270221114915","DOIUrl":"https://doi.org/10.1177/14761270221114915","url":null,"abstract":"As Strategic Organization—SO!—turns 20, we reflect on the inspirations and aspirations behind the journal’s creation, contemplate its accomplishments, and share some themes it might amplify in the future. We find much to celebrate, as well as things to contemplate. The journal has accomplished a great deal during its adolescent and teen years. Our original inspirations and aspirations, updated by our successors, have positioned the journal as the forum for integrative research on strategy and organizations that is pursued rigorously and in an open-minded way. While we think our original vision for Strategic Organization has largely been realized—both for the journal and the field—we see interesting and important openings for new strategic organization research initiatives in areas including novel designs, emerging socio-political processes, and widening societal effects; initiatives we believe will benefit from research approaches that emphasize template eclecticism and careful detective work.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"20 1","pages":"683 - 697"},"PeriodicalIF":4.9,"publicationDate":"2022-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45219089","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 : 2022-07-09DOI: 10.1177/14761270221115032
H. Greve, C. M. Zhang
In the 20 years of Strategic Organization, how well has knowledge drawn from the behavioral theory of the firm contributed to the field of strategy? We see progress both in the pages of SO! and elsewhere in the field of strategy, but this progress has been held back by divisions between strategy and organization theory in what theories should predict, what mechanisms are preferable predictors, and what outcomes are of interest. Despite these divisions, the last few years have seen particularly rapid progress, turning the behavioral theory of the firm into one of multiple organization theory sources of strategy knowledge. It is time to reassess and consider the best future direction, and we propose a framework organized around how strategy is shaped by the (1) organizational structure, (2) organizational decision makers, (3) organizational history, and (4) organizational environment. This subdivision captures the decision-making units in the theory (1–2), the importance of experience (3), and the role of context (4). We outline fruitful research topics based on this framework.
{"title":"Is there a strategic organization in the behavioral theory of the firm? Looking back and looking forward","authors":"H. Greve, C. M. Zhang","doi":"10.1177/14761270221115032","DOIUrl":"https://doi.org/10.1177/14761270221115032","url":null,"abstract":"In the 20 years of Strategic Organization, how well has knowledge drawn from the behavioral theory of the firm contributed to the field of strategy? We see progress both in the pages of SO! and elsewhere in the field of strategy, but this progress has been held back by divisions between strategy and organization theory in what theories should predict, what mechanisms are preferable predictors, and what outcomes are of interest. Despite these divisions, the last few years have seen particularly rapid progress, turning the behavioral theory of the firm into one of multiple organization theory sources of strategy knowledge. It is time to reassess and consider the best future direction, and we propose a framework organized around how strategy is shaped by the (1) organizational structure, (2) organizational decision makers, (3) organizational history, and (4) organizational environment. This subdivision captures the decision-making units in the theory (1–2), the importance of experience (3), and the role of context (4). We outline fruitful research topics based on this framework.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":"20 1","pages":"698 - 708"},"PeriodicalIF":4.9,"publicationDate":"2022-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47825451","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 : 2022-06-04DOI: 10.1177/14761270221107694
Jae-Hyon Lim
Business firms engage in the public policy process to manage the influences of state and public policy. Many stakeholders in society voice concerns about the excessive influence of firms, which creates complex conditions for using corporate political activity (CPA). This study addresses the question of how institutional pressures influence corporate use of political strategy. I propose that institutional pressures will moderate the effects of strategic factors on CPA, as corporations try to make the strategic balance between strategic needs and institutional pressures. The findings of this study show that corporations engaged in CPA less actively when there were direct pressures on CPA, such as proxy voting proposals by activist shareholders and media coverage of their political activity.
{"title":"EXPRESS: The balancing act of corporate political activity under institutional pressure","authors":"Jae-Hyon Lim","doi":"10.1177/14761270221107694","DOIUrl":"https://doi.org/10.1177/14761270221107694","url":null,"abstract":"Business firms engage in the public policy process to manage the influences of state and public policy. Many stakeholders in society voice concerns about the excessive influence of firms, which creates complex conditions for using corporate political activity (CPA). This study addresses the question of how institutional pressures influence corporate use of political strategy. I propose that institutional pressures will moderate the effects of strategic factors on CPA, as corporations try to make the strategic balance between strategic needs and institutional pressures. The findings of this study show that corporations engaged in CPA less actively when there were direct pressures on CPA, such as proxy voting proposals by activist shareholders and media coverage of their political activity.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-06-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43156859","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 : 2022-04-23DOI: 10.1177/14761270221086857
Jan Goldenstein, Michael Hunoldt, Simon Oertel
In our study, we examine how category density affects entrepreneurs’ propensity to engage in category spanning, and investigate the moderating effects of category fuzziness, regional density, and the number of entrants in a system of categories. We test our hypotheses by focusing on 3,707 bands in the British metal music industry. Our findings indicate that increased category density reduces the degree of category spanning, but this effect is attenuated by increased category fuzziness and an increase in the number of new ventures founded in the same market. Regional density has no moderating effect, but its positive main effect points to the independence of the effects of categorical and regional density on category spanning. Our findings facilitate theory building regarding the antecedents of category spanning and the evolution of the categorical system of markets.
{"title":"EXPRESS: How Market Conditions Affect New Ventures’ Propensity to Engage in Category Spanning","authors":"Jan Goldenstein, Michael Hunoldt, Simon Oertel","doi":"10.1177/14761270221086857","DOIUrl":"https://doi.org/10.1177/14761270221086857","url":null,"abstract":"In our study, we examine how category density affects entrepreneurs’ propensity to engage in category spanning, and investigate the moderating effects of category fuzziness, regional density, and the number of entrants in a system of categories. We test our hypotheses by focusing on 3,707 bands in the British metal music industry. Our findings indicate that increased category density reduces the degree of category spanning, but this effect is attenuated by increased category fuzziness and an increase in the number of new ventures founded in the same market. Regional density has no moderating effect, but its positive main effect points to the independence of the effects of categorical and regional density on category spanning. Our findings facilitate theory building regarding the antecedents of category spanning and the evolution of the categorical system of markets.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":" ","pages":""},"PeriodicalIF":4.9,"publicationDate":"2022-04-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44257228","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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