Pub Date : 2022-08-23DOI: 10.1177/14761270221122428
Hao Lu, Xiaoyu Liu, Oleksiy Osiyevskyy
When can corporate social responsibility (CSR) become a reliable strategic asset? There is a scarcity of both theoretical arguments and empirical evidence investigating the trade-off between the risk and return of CSR. We intend to fill this gap by (1) investigating CSR’s simultaneous impact on firm value and the reliability of this impact, and (2) exploring the conditions under which CSR’s impact on firm value becomes more or less reliable. The presented findings suggest that CSR by itself is an unreliable value enhancer, in that it increases firm value but also increases the variance of expected value distribution. Yet, the impact of CSR on firm value becomes more reliable when a firm has immediately redeployable slack or when a firm has stronger risk management capabilities. This research provides practical implications to managers and investors regarding the riskiness of CSR investments and strategies for mitigating such risks.
{"title":"EXPRESS: Doing Safe while Doing Good: Slack, Risk Management Capabilities, and the Reliability of Value Creation Through CSR","authors":"Hao Lu, Xiaoyu Liu, Oleksiy Osiyevskyy","doi":"10.1177/14761270221122428","DOIUrl":"https://doi.org/10.1177/14761270221122428","url":null,"abstract":"When can corporate social responsibility (CSR) become a reliable strategic asset? There is a scarcity of both theoretical arguments and empirical evidence investigating the trade-off between the risk and return of CSR. We intend to fill this gap by (1) investigating CSR’s simultaneous impact on firm value and the reliability of this impact, and (2) exploring the conditions under which CSR’s impact on firm value becomes more or less reliable. The presented findings suggest that CSR by itself is an unreliable value enhancer, in that it increases firm value but also increases the variance of expected value distribution. Yet, the impact of CSR on firm value becomes more reliable when a firm has immediately redeployable slack or when a firm has stronger risk management capabilities. This research provides practical implications to managers and investors regarding the riskiness of CSR investments and strategies for mitigating such risks.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48888830","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 : 2022-08-23DOI: 10.1177/14761270221122442
Yuliya Snihur, K. Eisenhardt
In the past decade, the business model has emerged as a fundamental strategic and organizational concept. In this essay, we first “look back” to synthesize recent research on designing high-performing business models into two influential research streams. Managerial cognition grapples with the role of holistic mental models and strategic thinking for designing effective configurations of business model attributes. Learning processes address the uncertainties that emerge from the major disruptions that create opportunities for new business models. We then “look forward” to the exciting work on business models that remains for both extending current research and exploring broad societal impacts. Overall, we argue that the business model is rapidly replacing strategy as the most significant source of competitive advantage.
{"title":"Looking forward, looking back: Strategic organization and the business model concept","authors":"Yuliya Snihur, K. Eisenhardt","doi":"10.1177/14761270221122442","DOIUrl":"https://doi.org/10.1177/14761270221122442","url":null,"abstract":"In the past decade, the business model has emerged as a fundamental strategic and organizational concept. In this essay, we first “look back” to synthesize recent research on designing high-performing business models into two influential research streams. Managerial cognition grapples with the role of holistic mental models and strategic thinking for designing effective configurations of business model attributes. Learning processes address the uncertainties that emerge from the major disruptions that create opportunities for new business models. We then “look forward” to the exciting work on business models that remains for both extending current research and exploring broad societal impacts. Overall, we argue that the business model is rapidly replacing strategy as the most significant source of competitive advantage.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45327876","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 : 2022-08-23DOI: 10.1177/14761270221122404
G. Davis, Theodore W. DeWitt
What we know about firms and industries in the United States has been fundamentally shaped by governmental responses to the Great Depression. Mandates for regular disclosures by public corporations and a system of industry categories created for surveys of establishments gave us a synoptic view of the economy that served us well for generations. They also molded the development of the fields of strategic management and organization theory. But the tools and frameworks that made sense in the 1930s are a poor fit with the enterprises we encounter today. Basic terms like firm, industry, size, performance, employee, and nationality are contested. The field of strategic organization may be the academic discipline best suited to helping us transition to a new way of making sense of the organization of the economy.
{"title":"Seeing business like a state: Firms and industries after the digital revolution","authors":"G. Davis, Theodore W. DeWitt","doi":"10.1177/14761270221122404","DOIUrl":"https://doi.org/10.1177/14761270221122404","url":null,"abstract":"What we know about firms and industries in the United States has been fundamentally shaped by governmental responses to the Great Depression. Mandates for regular disclosures by public corporations and a system of industry categories created for surveys of establishments gave us a synoptic view of the economy that served us well for generations. They also molded the development of the fields of strategic management and organization theory. But the tools and frameworks that made sense in the 1930s are a poor fit with the enterprises we encounter today. Basic terms like firm, industry, size, performance, employee, and nationality are contested. The field of strategic organization may be the academic discipline best suited to helping us transition to a new way of making sense of the organization of the economy.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65903394","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 : 2022-08-22DOI: 10.1177/14761270221122394
Siobhan O’Mahony, Susan L. Cohen
Editors and reviewers often issue clarion calls for interesting research with novel theoretical contributions. In response to these calls, scholars often gravitate toward emerging phenomena—novel contexts lacking scholarly community or hot contexts with growing interest. However, simply examining novel and hot phenomena is insufficient to carve an “interesting” theoretical contribution. The promise of studying emerging phenomenon may be seductive, but doing so can also introduce under examined perils. We argue that novel and hot phenomena have distinct promises and perils that are under appreciated—with significant consequences for scholarly careers. Novel phenomena can provide first mover advantages to scholars and generate much interest but may constitute a lonely, risky journey if an appropriate theoretical community does not emerge. Hot topics attract significant attention, but can also be marked by conceptual confusion, fragmenting the accumulation of knowledge as scholars struggle to differentiate their work within a rapidly growing field. Yet, what is considered novel or hot is dynamic. Scholarly interest in novel phenomena can wax, ignite fascination, and become hot or wane with skeptical, uncertain acceptance, influencing both promises and perils. We contribute strategies to help strategy and organization scholars mitigate the perils and amplify the promises of theorizing from novel and hot phenomena.
{"title":"Navigating the promises and perils of researching emerging phenomena in strategy and organizations","authors":"Siobhan O’Mahony, Susan L. Cohen","doi":"10.1177/14761270221122394","DOIUrl":"https://doi.org/10.1177/14761270221122394","url":null,"abstract":"Editors and reviewers often issue clarion calls for interesting research with novel theoretical contributions. In response to these calls, scholars often gravitate toward emerging phenomena—novel contexts lacking scholarly community or hot contexts with growing interest. However, simply examining novel and hot phenomena is insufficient to carve an “interesting” theoretical contribution. The promise of studying emerging phenomenon may be seductive, but doing so can also introduce under examined perils. We argue that novel and hot phenomena have distinct promises and perils that are under appreciated—with significant consequences for scholarly careers. Novel phenomena can provide first mover advantages to scholars and generate much interest but may constitute a lonely, risky journey if an appropriate theoretical community does not emerge. Hot topics attract significant attention, but can also be marked by conceptual confusion, fragmenting the accumulation of knowledge as scholars struggle to differentiate their work within a rapidly growing field. Yet, what is considered novel or hot is dynamic. Scholarly interest in novel phenomena can wax, ignite fascination, and become hot or wane with skeptical, uncertain acceptance, influencing both promises and perils. We contribute strategies to help strategy and organization scholars mitigate the perils and amplify the promises of theorizing from novel and hot phenomena.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-08-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42796650","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 : 2022-08-03DOI: 10.1177/14761270221115329
M. Awad
Recent studies suggest a critical yet unexplored role for local places such as cities and communities in category research. In this study, I investigate how places, as the nexus of cultural, political, and material influences, can shape category dynamics, especially in the early phases of category emergence. I synthesize insights from category work with recent conceptualizations of places as geographically bounded spaces, imbued with meanings and material forms. I conducted an in-depth qualitative field study of the emergence and expansion of a new category, transitional micro-housing villages, also known as Tiny Home Villages, in Eugene, a mid-size city in the United States in 2011–2019. The study unpacks the role of nested places in triggering, enabling, and constraining actors and their work to create, legitimate, and expand a category. Specifically, I highlight the role of local material forms and how actors can mobilize local spaces, technologies, and practices to advance their goals in contested category dynamics.
{"title":"Emplacing category dynamics: Houselessness and the emergence of transitional micro-housing villages","authors":"M. Awad","doi":"10.1177/14761270221115329","DOIUrl":"https://doi.org/10.1177/14761270221115329","url":null,"abstract":"Recent studies suggest a critical yet unexplored role for local places such as cities and communities in category research. In this study, I investigate how places, as the nexus of cultural, political, and material influences, can shape category dynamics, especially in the early phases of category emergence. I synthesize insights from category work with recent conceptualizations of places as geographically bounded spaces, imbued with meanings and material forms. I conducted an in-depth qualitative field study of the emergence and expansion of a new category, transitional micro-housing villages, also known as Tiny Home Villages, in Eugene, a mid-size city in the United States in 2011–2019. The study unpacks the role of nested places in triggering, enabling, and constraining actors and their work to create, legitimate, and expand a category. Specifically, I highlight the role of local material forms and how actors can mobilize local spaces, technologies, and practices to advance their goals in contested category dynamics.","PeriodicalId":22087,"journal":{"name":"Strategic Organization","volume":null,"pages":null},"PeriodicalIF":4.9,"publicationDate":"2022-08-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45898409","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 : 2022-08-01DOI: 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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：