Pub Date : 2018-09-10DOI: 10.1108/S0742-332220180000039016
Charlotte Reypens, S. Levine
Measuring behavior requires research methods that can capture observed outcomes and expose underlying processes and mechanisms. In this chapter, we present a toolbox of instruments and techniques we designed experimental tasks to simulate decision environments and capture behavior. We deployed protocol analysis and text analysis to examine the underlying cognitive processes. In combination, these can simultaneously grasp antecedents, outcomes, processes, and mechanisms. We applied them to collect rich behavioral data on two key topics in strategic management: the exploration–exploitation trade-off and strategic risk-taking. This mix of methods is particularly useful in describing actual behavior as it is, not as it should be, replacing assumptions with data and offering a finer-grained perspective of strategic decision-making.
{"title":"Behavior in Behavioral Strategy: Capturing, Measuring, Analyzing","authors":"Charlotte Reypens, S. Levine","doi":"10.1108/S0742-332220180000039016","DOIUrl":"https://doi.org/10.1108/S0742-332220180000039016","url":null,"abstract":"Measuring behavior requires research methods that can capture observed outcomes and expose underlying processes and mechanisms. In this chapter, we present a toolbox of instruments and techniques we designed experimental tasks to simulate decision environments and capture behavior. We deployed protocol analysis and text analysis to examine the underlying cognitive processes. In combination, these can simultaneously grasp antecedents, outcomes, processes, and mechanisms. We applied them to collect rich behavioral data on two key topics in strategic management: the exploration–exploitation trade-off and strategic risk-taking. This mix of methods is particularly useful in describing actual behavior as it is, not as it should be, replacing assumptions with data and offering a finer-grained perspective of strategic decision-making.","PeriodicalId":254126,"journal":{"name":"ORG: Decision Making Flow (Topic)","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123592663","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In today's turbulent economy, managers frequently are forced, under pressures of time and competition, to make rapid decisions. Furthermore, they often lack information to execute appropriate strategies. At the same time, managers are expected to develop and improve market orientation, which, research shows, improves long-term business performance.This study examines a theoretical connection between the construct of organizational improvisation and market orientation and provides the first quantitative measurement of a proposed relationship between these two constructs. Using two established instruments (MKTOR and a scale to measure organizational improvisation), survey data were obtained from 234 top managers, and the extent of the relationship between organizational improvisation and market orientation was analyzed qualitatively. Results indicate a positive relationship between organizational improvisation and market orientation, both in proactive and reactive forms of improvisation. No moderating effect in this relationship was found in evaluating six demographic variables, including company revenue, manager’s experience, and job title. The positive relationship between organizational improvisation and market orientation persisted regardless of company size, manager’s experience, and job title within the firm.Implications of this study are that organizational improvisation may be a positive antecedent to market orientation and managers who wish to enhance market orientation may do well by implementing and encouraging organizational improvisation.
{"title":"An Empirical Study of the Relationship of Organizational Improvisation to Market Orientation","authors":"Peter Johnson","doi":"10.2139/SSRN.2667878","DOIUrl":"https://doi.org/10.2139/SSRN.2667878","url":null,"abstract":"In today's turbulent economy, managers frequently are forced, under pressures of time and competition, to make rapid decisions. Furthermore, they often lack information to execute appropriate strategies. At the same time, managers are expected to develop and improve market orientation, which, research shows, improves long-term business performance.This study examines a theoretical connection between the construct of organizational improvisation and market orientation and provides the first quantitative measurement of a proposed relationship between these two constructs. Using two established instruments (MKTOR and a scale to measure organizational improvisation), survey data were obtained from 234 top managers, and the extent of the relationship between organizational improvisation and market orientation was analyzed qualitatively. Results indicate a positive relationship between organizational improvisation and market orientation, both in proactive and reactive forms of improvisation. No moderating effect in this relationship was found in evaluating six demographic variables, including company revenue, manager’s experience, and job title. The positive relationship between organizational improvisation and market orientation persisted regardless of company size, manager’s experience, and job title within the firm.Implications of this study are that organizational improvisation may be a positive antecedent to market orientation and managers who wish to enhance market orientation may do well by implementing and encouraging organizational improvisation.","PeriodicalId":254126,"journal":{"name":"ORG: Decision Making Flow (Topic)","volume":"64 5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115882945","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
A. Aboussalah, Tiphaine de Pommereau, R. Leyder, Julien Wagon, Toussaint Wattinne
Our work aims at understanding the role played by the innovative supply chain strategy put in place by Boeing in the numerous problems encountered by its 787 Dreamliner program. We will first describe and explain the major changes that were introduced in the aircraft's supply chain, more specifically the introduction of codevelopment and risk-sharing partnerships. We will then summarize the issues the program faced, and analyze three main factors that are thought to have mainly contributed to these failures: management errors at Boeing, overpromising behaviours from Tier-1 partners, and the introduction of too many radical innovations in a unique program.
{"title":"Can the Problems Faced by the Boeing 787 Dreamliner Be Explained by Boeing’s Innovative Supply Chain Strategy?","authors":"A. Aboussalah, Tiphaine de Pommereau, R. Leyder, Julien Wagon, Toussaint Wattinne","doi":"10.2139/ssrn.3748159","DOIUrl":"https://doi.org/10.2139/ssrn.3748159","url":null,"abstract":"Our work aims at understanding the role played by the innovative supply chain strategy put in place by Boeing in the numerous problems encountered by its 787 Dreamliner program. We will first describe and explain the major changes that were introduced in the aircraft's supply chain, more specifically the introduction of codevelopment and risk-sharing partnerships. We will then summarize the issues the program faced, and analyze three main factors that are thought to have mainly contributed to these failures: management errors at Boeing, overpromising behaviours from Tier-1 partners, and the introduction of too many radical innovations in a unique program.","PeriodicalId":254126,"journal":{"name":"ORG: Decision Making Flow (Topic)","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131399164","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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