Pub Date : 2022-11-23DOI: 10.1108/jsma-02-2022-0027
Heidi Korin, Hannele M J Seeck, Kirsi Liikamaa
PurposeThe literature on the past triggering learning in strategy practice is scant. To fill this gap, this study aims to examine the meaning of the past to learning in strategy practice and expands on the strategy-as-practice (SAP) literature. Understanding the relationship between the past and learning in strategy practice is important because learning is what keeps strategy practice in motion and remains in place, even if organizations and strategy practitioners change.Design/methodology/approachThe authors used a longitudinal case study design combined with historical methods to examine how the past is embedded in present strategy practice. To capture learning in strategy practice over time, the authors applied a four-stage methodology in our analysis of document and interview data.FindingsThe authors identified four dimensions of the past embedded in the present strategy practice. These dimensions emerged from the analysis of the interviews and document data. The study’s results showed that the past appears in structures and routines, materiality, positioning and reflecting over repeated rounds of strategic planning. According to the study’s results, reflecting on strategy practice draws on past structures and routines, positioning and materiality. The past facilitates reflecting and reflecting on the past enables learning in strategy practice.Originality/valueThe authors constructed a conceptual model and showed that in strategy practice, reflection triggers learning. The authors contributed to theory development by demonstrating how the past is embedded in present strategy practice and is available for use by strategy practitioners. The authors showed that strategy practice is a continuous learning process.
{"title":"Reflecting on the past—a key to facilitating learning in strategy practice?","authors":"Heidi Korin, Hannele M J Seeck, Kirsi Liikamaa","doi":"10.1108/jsma-02-2022-0027","DOIUrl":"https://doi.org/10.1108/jsma-02-2022-0027","url":null,"abstract":"PurposeThe literature on the past triggering learning in strategy practice is scant. To fill this gap, this study aims to examine the meaning of the past to learning in strategy practice and expands on the strategy-as-practice (SAP) literature. Understanding the relationship between the past and learning in strategy practice is important because learning is what keeps strategy practice in motion and remains in place, even if organizations and strategy practitioners change.Design/methodology/approachThe authors used a longitudinal case study design combined with historical methods to examine how the past is embedded in present strategy practice. To capture learning in strategy practice over time, the authors applied a four-stage methodology in our analysis of document and interview data.FindingsThe authors identified four dimensions of the past embedded in the present strategy practice. These dimensions emerged from the analysis of the interviews and document data. The study’s results showed that the past appears in structures and routines, materiality, positioning and reflecting over repeated rounds of strategic planning. According to the study’s results, reflecting on strategy practice draws on past structures and routines, positioning and materiality. The past facilitates reflecting and reflecting on the past enables learning in strategy practice.Originality/valueThe authors constructed a conceptual model and showed that in strategy practice, reflection triggers learning. The authors contributed to theory development by demonstrating how the past is embedded in present strategy practice and is available for use by strategy practitioners. The authors showed that strategy practice is a continuous learning process.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"35 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77420752","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}
Pub Date : 2022-11-01DOI: 10.1108/jsma-02-2022-0039
Sebastian Merten, Sascha L. Schmidt, Mathieu Winand
PurposeThe aim of this study is to identify organisational capabilities (OC) for a successful digital transformation (DT) and associated structures of internal teams to orchestrate and support DT.Design/methodology/approachAn explorative, qualitative study, comprising semi-structured interviews with 82 executives from 43 diverse National Football Associations (NFA) spread across five continents was conducted.FindingsThe results show that organisational culture, strategic sensitivity, up-to-date ICT-infrastructure, a digitally skilled workforce, leadership support, knowledge management and internal DT-teams are important capabilities to enable successful DT.Research limitations/implicationsDue to the different levels of maturity of digitalisation and the financial constraints, not every NFA intends or is able to assign a full-time staff member exclusively to digital issues. Therefore, the most appropriate person was interviewed in each NFA.Practical implicationsAdapting an organisational culture to the requirements of the digital age is one of the most important steps in implementing DT. It is equally important for the leadership to form the strategic framework and enable the necessary training of employees to improve the results of the digitalisation processes.Originality/valueThis is the first study investigating NFA's DT from a worldwide perspective, identifying the most important factors for successful DT-processes.
{"title":"Organisational capabilities for successful digital transformation: a global analysis of national football associations in the digital age","authors":"Sebastian Merten, Sascha L. Schmidt, Mathieu Winand","doi":"10.1108/jsma-02-2022-0039","DOIUrl":"https://doi.org/10.1108/jsma-02-2022-0039","url":null,"abstract":"PurposeThe aim of this study is to identify organisational capabilities (OC) for a successful digital transformation (DT) and associated structures of internal teams to orchestrate and support DT.Design/methodology/approachAn explorative, qualitative study, comprising semi-structured interviews with 82 executives from 43 diverse National Football Associations (NFA) spread across five continents was conducted.FindingsThe results show that organisational culture, strategic sensitivity, up-to-date ICT-infrastructure, a digitally skilled workforce, leadership support, knowledge management and internal DT-teams are important capabilities to enable successful DT.Research limitations/implicationsDue to the different levels of maturity of digitalisation and the financial constraints, not every NFA intends or is able to assign a full-time staff member exclusively to digital issues. Therefore, the most appropriate person was interviewed in each NFA.Practical implicationsAdapting an organisational culture to the requirements of the digital age is one of the most important steps in implementing DT. It is equally important for the leadership to form the strategic framework and enable the necessary training of employees to improve the results of the digitalisation processes.Originality/valueThis is the first study investigating NFA's DT from a worldwide perspective, identifying the most important factors for successful DT-processes.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"91 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90993620","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}
Pub Date : 2022-10-25DOI: 10.1108/jsma-07-2022-0123
Gavriel Dahan, Aviv Shoham
PurposeThe aim of this study is to examine the effect of strategic orientations on firm performance moreover, to assess the role of environmental munificence as a moderator for the link between strategic orientations and firm performance.Design/methodology/approachThis study designed as quantitative research method. Data were collected by structured questionnaire and included 185 managers from various industries in Israel. The analysis of this study was done by Smart PLS-SEM 3 software. Based on the resource-based view (RBV) of the firm, the authors view departmental characteristics (conflicts and connectedness) as antecedents of strategic orientations (customer and competitor). These, in turn, affect firm performance, defined here with two facets: behavioral (team spirit and commitment) and bottom-line performance.FindingsThe analysis results show that customer and competitor orientations affect bottom-line performance. However, only customer orientation affected team spirit and employee commitment. Finally, environmental munificence had a limited moderation role, affecting the relationship between competitor orientation and between behavioral outcomes (team spirit and commitment).Originality/valueThis study defining the importance of firm's strategic orientations as key capabilities for achieving competitive advantage.
{"title":"The relationship between strategic orientations and firm performance: is environmental munificence the missing link?","authors":"Gavriel Dahan, Aviv Shoham","doi":"10.1108/jsma-07-2022-0123","DOIUrl":"https://doi.org/10.1108/jsma-07-2022-0123","url":null,"abstract":"PurposeThe aim of this study is to examine the effect of strategic orientations on firm performance moreover, to assess the role of environmental munificence as a moderator for the link between strategic orientations and firm performance.Design/methodology/approachThis study designed as quantitative research method. Data were collected by structured questionnaire and included 185 managers from various industries in Israel. The analysis of this study was done by Smart PLS-SEM 3 software. Based on the resource-based view (RBV) of the firm, the authors view departmental characteristics (conflicts and connectedness) as antecedents of strategic orientations (customer and competitor). These, in turn, affect firm performance, defined here with two facets: behavioral (team spirit and commitment) and bottom-line performance.FindingsThe analysis results show that customer and competitor orientations affect bottom-line performance. However, only customer orientation affected team spirit and employee commitment. Finally, environmental munificence had a limited moderation role, affecting the relationship between competitor orientation and between behavioral outcomes (team spirit and commitment).Originality/valueThis study defining the importance of firm's strategic orientations as key capabilities for achieving competitive advantage.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"33 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83872179","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}
Pub Date : 2022-10-24DOI: 10.1108/jsma-10-2021-0207
Christiane Bellucci, R. Lavarda, Dinorá Eliete Floriani
PurposeDue to the changes in organizational, social, cultural and technological factors, companies from different contexts are shifting towards open forms of strategy-making with more widened inclusion of internal and external actors and greater transparency regarding their strategic issues, including their internationalization processes. The purpose of this paper is to understand how Open Strategizing occurs in the accelerated process of internationalization considering different contexts.Design/methodology/approachThe authors conducted a qualitative comparative case study in Brazilian and English technology-based small and medium-sized enterprises (SMEs) which rapidly internationalized. Furthermore, data was collected through semi-structured interviews, observations and documental analysis.FindingsThe authors suggest that openness contributes to the accelerated process of internationalization. Additionally, the authors show that the home-country and the national cultural contexts affect openness. The authors also disclose openness as crucial and inherent to the accelerated process of internationalization, while context is relevant but not determinant in the Open Strategizing.Originality/valueThe authors contribute to Open Strategy (OS) literature by presenting how Open Strategizing unfolds daily during the internationalization process and by evidencing the role of home-country and national cultural contexts in the configuration and dynamics of Open Strategizing. The authors also contribute to the international entrepreneurship (IE) literature by advancing the understanding of the strategies and drivers adopted by technology-based SMEs internationalizing in an accelerated way.
{"title":"Open strategizing and accelerated internationalization process in different contexts","authors":"Christiane Bellucci, R. Lavarda, Dinorá Eliete Floriani","doi":"10.1108/jsma-10-2021-0207","DOIUrl":"https://doi.org/10.1108/jsma-10-2021-0207","url":null,"abstract":"PurposeDue to the changes in organizational, social, cultural and technological factors, companies from different contexts are shifting towards open forms of strategy-making with more widened inclusion of internal and external actors and greater transparency regarding their strategic issues, including their internationalization processes. The purpose of this paper is to understand how Open Strategizing occurs in the accelerated process of internationalization considering different contexts.Design/methodology/approachThe authors conducted a qualitative comparative case study in Brazilian and English technology-based small and medium-sized enterprises (SMEs) which rapidly internationalized. Furthermore, data was collected through semi-structured interviews, observations and documental analysis.FindingsThe authors suggest that openness contributes to the accelerated process of internationalization. Additionally, the authors show that the home-country and the national cultural contexts affect openness. The authors also disclose openness as crucial and inherent to the accelerated process of internationalization, while context is relevant but not determinant in the Open Strategizing.Originality/valueThe authors contribute to Open Strategy (OS) literature by presenting how Open Strategizing unfolds daily during the internationalization process and by evidencing the role of home-country and national cultural contexts in the configuration and dynamics of Open Strategizing. The authors also contribute to the international entrepreneurship (IE) literature by advancing the understanding of the strategies and drivers adopted by technology-based SMEs internationalizing in an accelerated way.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"15 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78178476","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}
High performance work system is an enterprise work practice system based on the open innovation mode. It is an important driving force for the organization to carry out and implement knowledge search, actively acquire external knowledge, carry out knowledge diffusion, promote knowledge innovation and achieve breakthrough innovation. Under the national strategic goal of innovation-driven development, radical innovation is regarded as the core force for developing countries to realize leapfrog catch-up and transform from factor driven and investment driven to innovation-driven and knowledge-driven. For enterprises, breakthrough innovation is the key to achieve connotative growth. Therefore, this study explores the mechanism and influence path of high performance work system to promote employees' radical innovation behavior by constructing the structural equation model of high performance work system. The results show that high performance work system has a significant positive effect on employees' radical innovation behavior, and knowledge absorption and knowledge diffusion play a mediating role. Therefore, this study suggests that enterprises can stimulate employees' creative thinking and innovation ability by building a high performance work system, so as to achieve technological and knowledge breakthrough innovation and ensure sustainable development of enterprises.
{"title":"Research on the Influential Path of High Performance Work System on Employees' Breakthrough Innovation Behavior","authors":"Wenwen Liu","doi":"10.5430/jms.v13n2p37","DOIUrl":"https://doi.org/10.5430/jms.v13n2p37","url":null,"abstract":"High performance work system is an enterprise work practice system based on the open innovation mode. It is an important driving force for the organization to carry out and implement knowledge search, actively acquire external knowledge, carry out knowledge diffusion, promote knowledge innovation and achieve breakthrough innovation. Under the national strategic goal of innovation-driven development, radical innovation is regarded as the core force for developing countries to realize leapfrog catch-up and transform from factor driven and investment driven to innovation-driven and knowledge-driven. For enterprises, breakthrough innovation is the key to achieve connotative growth. Therefore, this study explores the mechanism and influence path of high performance work system to promote employees' radical innovation behavior by constructing the structural equation model of high performance work system. The results show that high performance work system has a significant positive effect on employees' radical innovation behavior, and knowledge absorption and knowledge diffusion play a mediating role. Therefore, this study suggests that enterprises can stimulate employees' creative thinking and innovation ability by building a high performance work system, so as to achieve technological and knowledge breakthrough innovation and ensure sustainable development of enterprises.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"32 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-09-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89299347","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}
Ghada Nabil Hashem Ahmed El-Emary, E. Hafez, Darby Roland
The purpose of this research is to examine the impact of electronic human resources management practices (E-HRM) across the dimensions represented in the (E-Recruitment, E-Selection, E-Training, E-Performance appraisal, E-Communication, and E-Compensation) on Human Resources Management Service Quality (HRMSQ) across the dimensions represented in (HR Strategic services, HR Supportive services, HR Executive (Administrative) services, and HR Change-related services). This research was conducted in the Fast-Moving Consumer Goods (FMCG) sector in the multinational companies in Egypt represented by all users of the E-HRM system at PepsiCo Egypt. Informal face-to-face structure interviews were first conducted in one of the companies of the FMCG sector that implement the E-HRM system. The research used questionnaire forms that consisted of 53 items and was distributed to 323 PepsiCo employees in Egypt who use the company E-HRM system. Descriptive analyses were then conducted to examine the correlation coefficients between variables of the research and testing hypotheses. The results revealed that there is a statistically significant impact of the dimensions of E-HRM practices on HRMSQ cross the dimensions represented in (HR Strategic services, HR Supportive services, HR Executive (Administrative) services, and HR Change-related services). It was also determined that there is a difference in employee’s perception towards the E-HRM Practices variable according to the demographic variables (age, educational qualifications, years of experiences, and job title). Finally, it revealed that there is a difference in employees’ perception towards the HRMSQ variable according to the demographic variables (age, educational qualifications, years of experiences, and job title).
{"title":"The Impact of Electronic Human Resource Management (E-HRM) Practices on Human Resource Management Service Quality (HRMSQ): “An Applied Study on the Fast-Moving Consumer Goods Sector (FMCG) in Multinational Companies in Egypt”","authors":"Ghada Nabil Hashem Ahmed El-Emary, E. Hafez, Darby Roland","doi":"10.5430/jms.v13n2p25","DOIUrl":"https://doi.org/10.5430/jms.v13n2p25","url":null,"abstract":"The purpose of this research is to examine the impact of electronic human resources management practices (E-HRM) across the dimensions represented in the (E-Recruitment, E-Selection, E-Training, E-Performance appraisal, E-Communication, and E-Compensation) on Human Resources Management Service Quality (HRMSQ) across the dimensions represented in (HR Strategic services, HR Supportive services, HR Executive (Administrative) services, and HR Change-related services). This research was conducted in the Fast-Moving Consumer Goods (FMCG) sector in the multinational companies in Egypt represented by all users of the E-HRM system at PepsiCo Egypt. Informal face-to-face structure interviews were first conducted in one of the companies of the FMCG sector that implement the E-HRM system. The research used questionnaire forms that consisted of 53 items and was distributed to 323 PepsiCo employees in Egypt who use the company E-HRM system. Descriptive analyses were then conducted to examine the correlation coefficients between variables of the research and testing hypotheses. The results revealed that there is a statistically significant impact of the dimensions of E-HRM practices on HRMSQ cross the dimensions represented in (HR Strategic services, HR Supportive services, HR Executive (Administrative) services, and HR Change-related services). It was also determined that there is a difference in employee’s perception towards the E-HRM Practices variable according to the demographic variables (age, educational qualifications, years of experiences, and job title). Finally, it revealed that there is a difference in employees’ perception towards the HRMSQ variable according to the demographic variables (age, educational qualifications, years of experiences, and job title).","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"7 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-09-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78346013","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}
Extant literature has established the importance of individual dynamic managerial capabilities to the enterprise level sensing, seizing, and reconfiguring capacities of an organization. Despite theorization that heterogeneity in executive thought processes and thinking disposition stands causal for the oft observed differences in managerial capability between executives, little is known about the individual level antecedents of this cognitive heterogeneity which ultimately influences the direction of the entire firm. In response to calls for future investigation into this critical gap, the present paper draws upon a micro-level theory heretofore underutilized in the strategic realm – self-leadership – to examine how executives’ cognitive processes impact their entire firm. In pursuit of this goal, the cognitive-based thought self-leadership theory is utilized to more thoroughly explain the drivers of heterogeneity among the underlying cognitive capabilities of managers’ crucial dynamic managerial capabilities. In this way, the present study theorizes how specific individual executive cognitive processes (thought self-leadership strategies – e.g., self-talk, mental imagery) can influence the firm-level strategic decisions of innovation and expansion and thus impact overall organizational performance, through the bolstering of individual cognitive capacities and resulting managerial capabilities.
{"title":"Seize the Day: Executive Thought Self-leadership and Heterogeneity Among Dynamic Managerial Capability Underpinning Cognitive Capabilities","authors":"C. Neck, Christopher P. Neck","doi":"10.5430/jms.v13n2p12","DOIUrl":"https://doi.org/10.5430/jms.v13n2p12","url":null,"abstract":"Extant literature has established the importance of individual dynamic managerial capabilities to the enterprise level sensing, seizing, and reconfiguring capacities of an organization. Despite theorization that heterogeneity in executive thought processes and thinking disposition stands causal for the oft observed differences in managerial capability between executives, little is known about the individual level antecedents of this cognitive heterogeneity which ultimately influences the direction of the entire firm. In response to calls for future investigation into this critical gap, the present paper draws upon a micro-level theory heretofore underutilized in the strategic realm – self-leadership – to examine how executives’ cognitive processes impact their entire firm. In pursuit of this goal, the cognitive-based thought self-leadership theory is utilized to more thoroughly explain the drivers of heterogeneity among the underlying cognitive capabilities of managers’ crucial dynamic managerial capabilities. In this way, the present study theorizes how specific individual executive cognitive processes (thought self-leadership strategies – e.g., self-talk, mental imagery) can influence the firm-level strategic decisions of innovation and expansion and thus impact overall organizational performance, through the bolstering of individual cognitive capacities and resulting managerial capabilities.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"24 17","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-09-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72538716","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}
Pub Date : 2022-09-23DOI: 10.1108/jsma-05-2022-0085
R. Krishna
PurposeLiterature on strategic alliances (SAs) is large, diverse and growing. It needs synthesis and analysis for application and further research. Authors have also underlined the need for studies covering differences in structuring, situational application and management of alliances. This systematic literature review aims to cover dyadic, network and ecosystem (DNE) alliances with theory, context, characteristics and methodology (TCCM) methodology covering the life cycle stages of an alliance (pre-formation, formation and management) to uncover insights which inform practice and guide further research on this important subject.Design/methodology/approachThis paper follows systematic literature review (SLR) methodology for research design and article selection and TCCM methodology for analysis. It also analyses the literature on DNE alliances using a nine-box matrix with DNE alliance forming one axis and three alliance lifecycle stages of pre-formation (alliance objectives), formation (alliance design and operationalisation) and post formation (alliance management) stages along the other axis.FindingsAnalysis indicates focus on individual firms and their own customer value proposition (CVP) in the dyadic and network alliances. Industries with fast-paced technological change benefit from loosely coupled alliances. Social context and social exchanges leading to collaboration and collective strengths mark network alliances, with a focus on knowledge creation and dissemination. Ecosystems focus on a collective CVP, which guides alliance behaviour. Ecosystem leadership guides this purpose through governance for sustained competitiveness. Negative consequences (dark side) of alliances can be mitigated by careful design, formation and management of DNE alliances.Research limitations/implicationsWhile literature has focussed on static view of alliances in their industry or social context, this literature review analyses alliances along the dyadic, network and ecosystem typology, thus providing a new lens to study alliances. The review also recognises that alliances evolve over their life-cycle stages and observes their progression through their lifecycle stages aids for fuller comprehension of their behaviour. Areas for future research in structuring, leadership, value co-creation and technological change set an agenda for future research.Practical implicationsDynamic managerial capabilities are drivers of alliance performance. The analysis using the nine-box matrix allows managers to better appreciate the options that exist and the consequences of their actions. Situating their alliance in the appropriate box can allow managers better plan, operationalise and manage their own alliances.Originality/valueThis systematic review compares and contrasts DNE alliances in extant literature and through their lifecycle stages. Insights from TCCM analysis and the nine-box matrix provide unique contribution to both theory and practice in this large and growing do
{"title":"Dyadic, network and ecosystem alliances: systematic literature review and research agenda","authors":"R. Krishna","doi":"10.1108/jsma-05-2022-0085","DOIUrl":"https://doi.org/10.1108/jsma-05-2022-0085","url":null,"abstract":"PurposeLiterature on strategic alliances (SAs) is large, diverse and growing. It needs synthesis and analysis for application and further research. Authors have also underlined the need for studies covering differences in structuring, situational application and management of alliances. This systematic literature review aims to cover dyadic, network and ecosystem (DNE) alliances with theory, context, characteristics and methodology (TCCM) methodology covering the life cycle stages of an alliance (pre-formation, formation and management) to uncover insights which inform practice and guide further research on this important subject.Design/methodology/approachThis paper follows systematic literature review (SLR) methodology for research design and article selection and TCCM methodology for analysis. It also analyses the literature on DNE alliances using a nine-box matrix with DNE alliance forming one axis and three alliance lifecycle stages of pre-formation (alliance objectives), formation (alliance design and operationalisation) and post formation (alliance management) stages along the other axis.FindingsAnalysis indicates focus on individual firms and their own customer value proposition (CVP) in the dyadic and network alliances. Industries with fast-paced technological change benefit from loosely coupled alliances. Social context and social exchanges leading to collaboration and collective strengths mark network alliances, with a focus on knowledge creation and dissemination. Ecosystems focus on a collective CVP, which guides alliance behaviour. Ecosystem leadership guides this purpose through governance for sustained competitiveness. Negative consequences (dark side) of alliances can be mitigated by careful design, formation and management of DNE alliances.Research limitations/implicationsWhile literature has focussed on static view of alliances in their industry or social context, this literature review analyses alliances along the dyadic, network and ecosystem typology, thus providing a new lens to study alliances. The review also recognises that alliances evolve over their life-cycle stages and observes their progression through their lifecycle stages aids for fuller comprehension of their behaviour. Areas for future research in structuring, leadership, value co-creation and technological change set an agenda for future research.Practical implicationsDynamic managerial capabilities are drivers of alliance performance. The analysis using the nine-box matrix allows managers to better appreciate the options that exist and the consequences of their actions. Situating their alliance in the appropriate box can allow managers better plan, operationalise and manage their own alliances.Originality/valueThis systematic review compares and contrasts DNE alliances in extant literature and through their lifecycle stages. Insights from TCCM analysis and the nine-box matrix provide unique contribution to both theory and practice in this large and growing do","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"400 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74334896","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}
Sustainable development of the base-of-the-pyramid (BOP) is a critical issue in a global society. This study provides an ecosystem framework to develop the BOP segment, particularly in China and India. The BOP segment is the low-income household, mainly residing in rural areas. Traditionally, the BOP segment has been understood as a customer segment. We suggest that the BOP can be suppliers, employees, entrepreneurs, and customers. In other words, a BOP venture exists within an ecosystem and contributes to the ecosystem. This ecosystem includes shareholders, governments, the general public, communities, competitors, non-governmental organizations, special interest groups, employees, supply chain partners, and customers. Specifically, we explain how the BOP can play multiple roles, using the context of the fast-moving consumer goods (FMCG) industry in China and the telecommunications industry in India. To mitigate inequality within nations and enhance the standard of living, governments should also nurture the BOP ecosystem. This framework is applicable in other parts of the world.
{"title":"Harnessing the BOP Ecosystems of China and India for Competitive Advantage","authors":"Hema A. Krishnan, Mee-Shew Cheung","doi":"10.5430/jms.v13n2p1","DOIUrl":"https://doi.org/10.5430/jms.v13n2p1","url":null,"abstract":"Sustainable development of the base-of-the-pyramid (BOP) is a critical issue in a global society. This study provides an ecosystem framework to develop the BOP segment, particularly in China and India. The BOP segment is the low-income household, mainly residing in rural areas. Traditionally, the BOP segment has been understood as a customer segment. We suggest that the BOP can be suppliers, employees, entrepreneurs, and customers. In other words, a BOP venture exists within an ecosystem and contributes to the ecosystem. This ecosystem includes shareholders, governments, the general public, communities, competitors, non-governmental organizations, special interest groups, employees, supply chain partners, and customers. Specifically, we explain how the BOP can play multiple roles, using the context of the fast-moving consumer goods (FMCG) industry in China and the telecommunications industry in India. To mitigate inequality within nations and enhance the standard of living, governments should also nurture the BOP ecosystem. This framework is applicable in other parts of the world.","PeriodicalId":46229,"journal":{"name":"Journal of Strategy and Management","volume":"19 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2022-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80246159","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}
Pub Date : 2022-08-08DOI: 10.1108/jsma-10-2021-0204
Eduardo Vinocur, Halil Kiymaz, M. Loughry
PurposeThis paper investigates the puzzle of mergers and acquisitions’ (M&A) long-term performance through the strategic management perspective. The authors measure the M&A capability construct and test its relationship with the long-term performance of the firms.Design/methodology/approachThe study employs a natural language processing (NLP) methodology to quantify unstructured data from 564 annual reports and 2,602 M&A synopses from January 01, 2013 to December 31, 2016. The authors combine qualitative document analysis with a quantitative method using a multiple regression analysis model.FindingsAmong serial acquirers, M&A capability positively relates to long-term firm performance measured by both return on equity and price-to-book value. The authors also find that the size of the company and the number of acquisitions influence the M&A capability, confirming previous results in the literature.Research limitations/implicationsDetailed M&A management plans are usually confidential and not fully reported. Future studies could employ enhanced artificial intelligence tools to measure the M&A capability construct beyond filing reports, encompassing interviews, social media posts, press releases and other unstructured data sources.Practical implicationsFirms can improve their M&A capability by understanding the underlying foundation of the construct provided in the research. Additionally, researchers can build on the methodology employed using advanced NLP tools to measure M&A capability.Social implicationsImproving their M&A capability would allow firms to better choose their targets and conduct a superior integration process, which could prevent distressing mergers, unnecessary negative social impacts and culture disruption. As a result, the ensuing organization would be stronger, and the long-term performance would improve.Originality/valueThis study addresses gaps in the literature on M&A performance and provides a new empirical method to measure the M&A capability.
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