Journal of Strategy and Management最新文献

Purpose

Corporate changes not only impact the firms involved but also have consequences for their ecosystems. However, the existing literature on ecosystem change is limited. This paper describes and discusses the interconnected patterns between corporate and ecosystem change, shedding light on the various forms these changes take.

Design/methodology/approach

The empirical part of the paper is based on the case study of two previously merged organizations' separation.

Findings

The paper reveals intensifying and dissipating change patterns, illustrating the linkages between rapid and gradual corporate and ecosystem changes within and across various ecosystem spheres. Three spheres are conceptualized: sphere of control, sphere of interdependency and sphere of negotiation, each indicating a separate change pattern.

Originality/value

The contribution of this paper lies in its discussion on interconnected corporate and ecosystem changes, offering valuable insights for situating corporate change within the ecosystem and establishing a vocabulary for ecosystem change. Moreover, through the empirical study of a corporate divorce, the paper enhances our understanding of this specific form of change.

Purpose

Performance feedback can be constructed using firms’ own (historical) performance, or the performance of peers (social). Those two types of performance feedback can be consistent (both positive, both negative) or inconsistent (one positive, the other negative). The research on the impact of consistent versus inconsistent feedback has been inconclusive, suggesting that inconsistent feedback might lead to more intense or less intense responses, or no response. In this paper, we theorize and test how firms respond to (in)consistent performance feedback.

Design/methodology/approach

We test our hypotheses on a longitudinal sample of 2,819 private, high-growth firms in the US with 6,688 observations between the years 2007 and 2016. Our dataset comprises 25 different industries. We use topic modeling on textual data from firms’ web pages to capture portfolio expansion.

Findings

We find that consistent negative performance feedback strengthens portfolio expansion, but consistent positive feedback does not influence portfolio expansion. We also find that inconsistent performance feedback weakens portfolio expansion, but only with negative historical feedback and positive social feedback.

Originality/value

We contribute to the Behavioral Theory of the Firm by improving our understanding of mechanisms of feedback configurations. Specifically, we elaborate on the role of (in)consistent social feedback when firms respond to historical performance feedback. We also contribute to the theory by better understanding private firms’ responses to performance feedback.

Purpose

Social media is now regularly used by employees for both personal and professional reasons. Its potential significance in industry 5.0 cannot be denied. Social media usage can stress out employees, despite its benefits. Numerous adverse outcomes have been associated with using social media for work-related purposes. The current study too aimed at understanding how using social media for job related activities affect technostress amongst employees at IT sector in India before and during COVID-19.

Design/methodology/approach

In order to determine whether the data were reliable and valid, confirmatory factor analysis and Cronbach’s alpha were used. After that, using a structural equation model, the impact of social media usage intensity for job related activities on techostress through social media is measured.

Findings

The study’s findings confirmed that using social media for work-related purposes had a positive relationship with technological stress both during and before COVID-19 situation.

Originality/value

The study is an original piece of work by the authors with no conflict of interest with any party, person or organization.

Purpose

The purpose is to stimulate scholarship in the strategic management field that accounts for conditions implied by projected impacts of climate change.

Design/methodology/approach

Following conceptual logic, the article analyses how changes in the strategic environment brought about by climate change may challenge current strategic management theory. It develops avenues for theory development based on expanding the field’s scope and extending its limits of applicability.

Findings

The article highlights the extent to which the strategy field has evolved in a stable empirical context, despite its attention to dynamism and hence is less well aligned with potentially pervasive new pressures and impacts. It sets out a rationale for moving beyond symbolic environmentalism, possibilities to harness cognitive and behavioural insights, dilemmas in strategic innovation and the empirical potential of non-mainstream contexts.

Practical implications

Firms and organisations can expect widespread systemic effects from climate change that challenge established ways of operating. The article explores how strategic management could better support strategists in navigating these shifts such that firms can continue to thrive.

Originality/value

The article approaches the issue of climate change specifically from the perspective of strategic management of firms rather than as policy or social advocacy. It focuses on pressures and characteristics that distinguish climate change from other environmental and social impacts on firms.

Purpose

This study aims to explore the use of knowledge sharing (KS) in delivering open social innovation (OSI) solutions for sustainable development in the context of economically marginalized, rural societies in India.

Design/methodology/approach

The study is guided by an exploratory, qualitative approach using an embedded case study design with four social enterprises. The study approaches the use of KS in three stages of OSI: (1) the stages of ideating and prototyping, (2) the initial stages of experimenting and business development and (3) the more current and future-oriented stages of organizations’ strategies for expanding market opportunities for maximizing impact.

Findings

The first stage used KS for collaborative efforts among diverse stakeholders to recognize the needs of marginalized people and ideate suitable ecological solutions. The social enterprises acted as orchestrators in this stage. The second stage involved a more dynamic role of KS in the refinement of social enterprises’ market offerings, generating additional innovations and value propositions, which diversified the scope of the social enterprises. This was facilitated by enterprises’ ability to be open systems, which change and evolve through OSI processes and KS. In the third stage, social enterprises’ use of KS was shifted towards future business development by expanding market opportunities with solutions that tackle complex societal and ecological problems, thereby contributing to sustainable development goals.

Originality/value

The present study contributes to studies on OSI, focusing on sustainable development and the role played by social enterprises operating in rural, economically marginalized areas, which have been an understudied phenomenon in the open innovation literature.

Purpose

In demand-driven markets, customer value, sometimes called perceived use value or consumer surplus, is defined by the customer rather than the firm. The value a firm can appropriate, its profits, is driven by the customer’s willingness to pay for the value they receive, adjusted by costs. This paper introduces a conceptual framework that helps understand value creation and appropriation in demand-driven markets and shows how to influence them through strategic decision-making.

Design/methodology/approach

This paper uses an axiomatic approach combined with an extended analytical formulation of the jobs-to-be-done framework to contextualise demand-driven markets. It mathematically derives implications for managerial decision-making concerning selecting customer segments, optimising customer value creation and maximising firm value appropriation in a competitive environment.

Findings

Rooting strategic decision-making in the jobs-to-be-done framework allows distinguishing between what customers want to achieve (goal), what product attributes need to be satisfied (opportunity space/constraints) and what value creation criteria related to features are important (utility function). This paper shows that starting from a job-to-be-done, the problem of identifying which customer segments to serve, what product to offer and what price to charge, can be formulated as an optimisation problem that simultaneously (rather than sequentially) solves for the three decision variables, customer segments, product features and price, by maximising the value that a firm can appropriate, subject to maximising customer value creation and constrained by the competitive environment.

Practical implications

Applying the derived results to simultaneously deciding which customer segments to target, what product features to offer and what price to charge, given a set of competing products, allows managers to increase their chances of winning the competitive game.

Originality/value

This paper shows that starting from a job-to-be-done and simultaneously focusing on customers, product features, price and competitors enhances firm profitability. Strategic decision-making is formulated as an optimisation problem based on an axiomatic approach contextualising demand-driven markets.

Purpose

The objective of this study is to address this central question: “What role do ICTs play in reducing poverty?”

Design/methodology/approach

First, in this study, we defined poverty in terms of its roots within health, economic development and education. Then, we conducted a systematic review of the information and communication technologies (ICTs) literature. From our analysis, we proposed a series of subsidiary questions and in-depth answers about the impact of ICTs on alleviating health-related, economic and educational causes of poverty.

Findings

This study observed positive effects of ICTs on healthcare, economic and educational dynamics and concluded that the development of more advanced infrastructure and greater access to such technology can amplify that impact.

Originality/value

This article explains how applications of ICT across sectors can substantially enhance quality of life and give people an opportunity to take control of their health-related, economic and educational futures. This study uniquely affords an integrative analysis of research and new thought about how to integrate key ICTs for more effective initiatives and investments to reduce poverty.

Purpose

The purpose of this paper is to present a framework of ideation pathways that organically extend the current stock of knowledge to generate new and useful knowledge. Although detailed, granular guidance is available in the strategy literature on all aspects of empirically testing theory, the other key aspect of theory development – theory generation – remains relatively neglected. The framework developed in this paper addresses this gap by proposing pathways for how new theory can be generated.

Design/methodology/approach

Grounded in two foundational principles in epistemology, the Genetic Argument and the open-endedness of knowledge, I offer a framework of distinct pathways that systematically lead to the creation of new knowledge.

Findings

Existing knowledge can be deepened (through introspection), broadened (through leverage) and rejuvenated (through innovation). These ideation pathways can unlock the vast, hidden potential of current knowledge in strategy.

Research limitations/implications

The novelty and doability of the framework can potentially inspire research on a broad, community-wide basis, engaging PhD students and management faculty, improving knowledge, democratizing scholarship and deepening the societal footprint of strategy research.

Originality/value

Knowledge is open-ended. The more we know, the more we appreciate how much we don’t know. But the lack of clear guidance on rigorous pathways along which new knowledge that advances both theory and practice can be created from prior knowledge has stymied strategy research. The paper’s framework systematically pulls together for the first time the disparate elements of transforming past learning into new knowledge in a coherent epistemological whole.