Managing knowledge in foreign entry strategies: a resource‐based analysis

International strategies vary in their potential to exploit and augment a firm's resources, especially its knowledge base. Resource‐based analysis suggests clustering the diverse entry modes in terms of their exploitation and augmentation characteristics. We thus introduce a new categorization of entry modes based on their potential to augment the resources of an entrant. We then explore the antecedents of these modes, and advance testable propositions delimiting for which firms and in which circumstances each mode maximizes long‐term value creation. Finally, we outline how our resource‐based framework complements transaction‐cost‐based frameworks. Copyright © 2009 John Wiley & Sons, Ltd.     

Resource acquisition strategies in business relationships

Integrating the IMP Group approach with aspects of the resource-based view of the firm, we seek to develop and test a typology of relationship strategies based on different resource acquisition foci. For this purpose, we conducted interviews with thirty CEOs and other senior marketing managers in the UK and the USA. In-depth content analysis identified five main resource acquisition strategies (RAS) behind building business relationships: money bonds, new market bonds, utilization bonds, intellectual bonds, and credibility bonds. We further carried out a quantitative study with 658 senior managers in the USA to test for the generalizability of our findings. Results of a one-way repeated ANOVA and multinomial logistic regression analysis show significant differences between the five RAS for business relationships. However, a pair-wise comparison provides evidence for the existence of hybrid strategies. In addition, an investigation of the association between the RAS of business relationships on the one hand, and business strategy on the other, revealed equifinality of alternative business strategies vis-à-vis the applied relationship strategy. Finally, our analysis revealed no significant differences between the distributions of RAS types for knowledge intensive versus non-knowledge intensive business services. However, we found that RAS distribution is significantly associated with company size.     

Different knowledge,different benefits: toward a productivity perspective on knowledge sharing in organizations

We develop a differentiated productivity model of knowledge sharing in organizations proposing that different types of knowledge have different benefits for task units. In a study of 182 sales teams in a management consulting company, we find that sharing codified knowledge in the form of electronic documents saved time during the task, but did not improve work quality or signal competence to clients. In contrast, sharing personal advice improved work quality and signaled competence, but did not save time. Beyond the content of the knowledge, process costs in the form of document rework and lack of advisor effort negatively affected task outcomes. These findings dispute the claim that different types of knowledge are substitutes for each other, and provide a micro‐foundation for understanding why and how a firm's knowledge capabilities translate into performance of knowledge work. Copyright © 2007 John Wiley & Sons, Ltd.     

How do interdependencies among human‐capital deployment,development, and diversification strategies affect firms' financial performance?

Using key insights from the resource‐based view of the firm, we develop and test a theory of how firms can successfully deploy and develop their strategic human assets while managing the trade‐offs in their service and geographical diversification strategies. In a sample of large law firms we find that, even though firms profit from expert human‐capital leveraging strategy and service and geographical diversification strategies individually, pursuing these strategies simultaneously at high levels produces negative interaction effects on firm profitability. In addition, the internally developed, firm‐specific associate human capital strategically fits better with high levels of expert human‐capital leveraging. While lateral hiring helps firms build new knowledge bases and take advantage of growth opportunities, pursuing high levels of both expert human‐capital leveraging and lateral hiring of associates results in lower profitability. To fully capture the economic benefits from strategies of diversification, human‐capital leveraging and lateral hiring, firms should understand and manage the complex interdependencies among multiple levels of strategy. Copyright © 2005 John Wiley & Sons, Ltd.     

Comparing the resource‐based and relational views: knowledge transfer and spillover in vertical alliances

We compare resource‐based and relational perspectives to examine competitive advantages within the context of vertical learning alliances. Previous research has shown that through such alliances suppliers acquire knowledge to forge new capabilities and attain performance improvements. We ask whether such improvements are exclusive to the learning partnership, or are available in other average partnerships of this supplier. We posit that the extent to which such performance improvements are partnership exclusive depends on whether the newly forged capabilities lie entirely within the supplier firm's boundaries, or at the learning dyad level. As such, we untie two forms of performance improvements arising from learning dyads. While the resource‐based view helps explain the performance gains learning suppliers deploy across average partners, the relational view reveals the additional performance edge that remains exclusive to the learning partnership. Based on empirical evidence from a survey of 253 suppliers to the equipment industry, we find that partnership exclusive performance (i.e., ‘relational performance’), the true source of learning dyads' competitive advantage, is a function of suppliers acquiring know‐how within the dyad, developing dyad‐specific assets and capabilities, and structuring buyer‐supplier relational governance mechanisms. We discuss implications for research and practice. Copyright © 2008 John Wiley & Sons, Ltd.     

Towards theory building in agile manufacturing strategies—Case studies of an agility taxonomy

Agility is widely accepted in the manufacturing industry as a new competitive concept. However, how to develop a manufacturing strategy based around agility is not fully understood. A numerical taxonomy of agile manufacturing strategies was developed recently by the author, based on a large scale questionnaire study of UK industry. The taxonomy suggested the existence of three basic types of agility strategies: quick, responsive, and proactive. This paper presents a case-based investigation of the practical details of the three basic types of agility strategies. Typical cases from the basic strategy types were chosen and studied to establish why companies choose each type of the strategies, what distinctive agility drivers they are faced with and why, and whether and what typical action programs are used to implement the strategies. A cross-case analysis found that the choice of agility strategies is related to the nature of markets and competition, the characteristics of products (life cycles and degrees of maturity), and market positions of individual companies.     

Technology revolutions in the presence of network externalities

The purpose of this paper is to investigate the effect of varying consumer preferences over technology advance and network size on the timing and frequency of new technology adoption in the presence of installed bases resulting from network externalities. The paper shows that the duration of each adopted technology and the frequency of technology adoptions depend on (a) whether (in consumers' perspectives) the network size effect is a substitute for or a complement to the quality of the technologies; (b) the degree of compatibility of new technologies with the old technology; and (c) the technology growth rate and consumer population size.     

Strategic purity: A multi‐industry evaluation of pure vs. hybrid business strategies

Twenty‐five years of empirical research has failed to resolve a basic strategy question. Does strategic purity pay? Most theorists believe strategic purity—the extent to which a business pursues one type of generic strategy over another—contributes to better performance. By defining the strategy space consistent with the theory, and employing improved design and methods, our study of 2,351 businesses finds a significant relationship between strategic purity and performance. Purity does appear to pay. Some variations in strategic purity and performance relationship were observed across four major industry sectors: manufacturing, construction, retail, and business services. But in all instances pure strategies never did less well, and often did better than hybrid strategies. Copyright © 2007 John Wiley & Sons, Ltd.     

Demand-side reactive strategies for supply disruptions in a multiple-product system

This research examines demand-side reactive strategies for supply disruption in a multiple assemble-to-order system. We consider an assemble-to-order system with two substitute products where the demand is price-sensitive and disruption-sensitive. Two different supply disruption situations are examined: disruption of the low-value component and disruption of the high-value component. We propose and compare the performance of four reactive strategies for managing supply disruptions, namely, the backordering strategy, the upgrading/downgrading strategy, the compensation strategy, and the mixed strategy. We find that the compensation strategy and the mixed strategy can keep more customers than the backordering strategy and the upgrading strategy during the supply disruption of the low-value product. For the disruption of the high-value product, the total number of customers keeps constant. But it does lead to the reallocation of customers among the products. We find that the mixed strategy is the best reactive strategy and the backordering strategy is the worst one among the four reactive strategies.     

A resource‐based view of manufacturing strategy and the relationship to manufacturing performance

This paper examines manufacturing strategy from the perspective of the resource‐based view of the firm. It explores the role of resources and capabilities in manufacturing plants that cannot be easily duplicated, and for which ready substitutes are not available. Such resources and capabilities are formed by employees' internal learning based on cross‐training and suggestion systems, external learning from customers and suppliers, and proprietary processes and equipment developed by the firm. Based on data from 164 manufacturing plants, the paper empirically demonstrates that competitive advantage in manufacturing (as measured by superior plant performance) results from proprietary processes and equipment which, in turn, is driven by external and internal learning. The implication is that resources such as standard equipment and employees with generic skills obtainable in factor markets are not as effective in achieving high levels of plant performance, since they are freely available to competitors. The paper also demonstrates the important role of internal and external learning in developing resources that are imperfectly imitable and difficult to duplicate. Copyright © 2002 John Wiley & Sons, Ltd.     

Resource recombinations in the firm: knowledge structures and the potential for schumpeterian innovation

Building on the resource-based view of the firm, this paper explores the notion of ‘resource recombinations’ within the firm. We suggest such recombinations can occur when competencies within the firm (which are interpreted as organized clusters of firm resources) either combine to synthesize novel competencies (synthesis-based recombinations) or experience a reconfiguration or relinking with other competencies (reconfiguration-based recombinations). Central to this paper is an examination of the antecedents necessary for such innovation to occur, and in particular the nature of knowledge in the firm. We argue that several characteristics of knowledge (tacitness, context specificity, dispersion) and its social organization (the way competencies come to be formed and institutionalized) will have important consequences on the likelihoods of resource recombinations. Our paper develops a model of resource recombination likelihoods and propositions. © 1998 John Wiley & Sons, Ltd.     

A taxonomy of business-level strategies in global industries

This study presents a taxonomy of business-level strategies in global industries. Empirical data suggest there are four broad strategies: domestic product niche, exporting high quality offerings, international product innovation, and quasi-global combination. A discussion of the characteristics and performance differentials of each strategy type is provided as well.     

项目管理的技术协调方法浅析

章阐述技术协调的意义，指出做好技术协调，应在管理组织结构，新的机制，管理程序、信息流动形式及“信息中心”职能等方面加以完善。     

The moderating influence of strategic orientation on the strategy formation capability–performance relationship

An effective strategy formation capability is a complex organizational resource—a dynamic capability that should lead to superior performance. Strategy scholars have examined the strategy formation capability from many perspectives. However, no study has examined a comprehensive model of strategy formation in the context of the firm's strategic orientation. We develop and examine such a model. The results show that strategic orientation moderates the relationship between different elements of the strategy formation capability and performance. Copyright © 2006 John Wiley & Sons, Ltd.     

Exploring the role of spatial relationships to transform knowledge in a business idea — Beyond a geographic proximity

The “space” dimension has characterized the aggregation of firms, ranging from industrial districts to clusters. Within a local system, as emphasized by the Triple Helix model (Etzkowitz & Leydesdorff, 2000), universities, firms, and public institutions generate synergies by producing and exploiting technological knowledge. From this perspective, local relationships become synonymous with spatial relationships characterized by geographic proximity. However, is it possible to find different dimensions of proximity influencing spatial relationships in order to support innovation? This paper demonstrates that different proximity dimensions influence firms' boundaries and the development of spatial relationships through which actors interact to develop resource combinations identified in innovation. After a review of the these topics, the paper provides findings related to the spatial relationships developed by Petroceramics as a hosted spin-off of the Italian Technological Pole (POINT) as well as its subsequent relocation to the Kilometro Rosso Science Park. As such, this paper deals with how technological knowledge is transformed into a business idea through spatial relationships based on different dimensions of proximity.     

Firm‐specific knowledge resources and competitive advantage: the roles of economic‐ and relationship‐based employee governance mechanisms

The resource‐based view of the firm emphasizes the role of firm‐specific resources, especially firm‐specific knowledge resources, in helping a firm to achieve sustainable competitive advantage. However, the deployment of firm‐specific knowledge often requires key employees to make specialized human capital investments that are not easily redeployable to other settings. Thus, in the absence of effective safeguards and trust building devices, employees with foresight may be reluctant to make such specialized investments. This study explores both economic‐ and relationship‐based governance mechanisms that might mitigate this underinvestment problem. Effective use of these governance mechanisms enables a firm to obtain greater performance from its efforts to deploy firm‐specific knowledge resources. Empirical results further support these key arguments. Copyright © 2009 John Wiley & Sons, Ltd.     

Value creation from the innovation environment: partnership strategies in university spin‐outs

University spin‐out (USO) companies play an increasingly important role in generating value from radical, generic technologies, but this translation requires significant resources from other players to reach the market. Seven case studies illuminate how relationships with each type of partner can be leveraged to help the firm create value. We find that most firms in the sample are aware of the importance of corporate partners and actively seek to cultivate these relationships, but may not be taking full advantage of the resources available through nonparent academic institutions and other USOs with similar or complementary technologies.     

EDA技术的发展与应用

EDA技术已成为现代电子系统设计和电子产品研制开发的有效工具,成为电子工程师应具备的基本能力。本文着重分析了ED(AElectronic Design Automation)技术的发展历程、主要内容、基本设计方法及应用展望等。     

The role of external knowledge sources and organizational design in the process of opportunity exploitation

Research highlights the role of external knowledge sources in the recognition of strategic opportunities but is less forthcoming with respect to the role of such sources during the process of exploiting or realizing opportunities. We build on the knowledge‐based view to propose that realizing opportunities often involves significant interactions with external knowledge sources. Organizational design can facilitate a firm's interactions with these sources, while achieving coordination among organizational members engaged in opportunity exploitation. Our analysis of a double‐respondent survey involving 536 Danish firms shows that the use of external knowledge sources is positively associated with opportunity exploitation, but the strength of this association is significantly influenced by organizational designs that enable the firm to access external knowledge during the process of exploiting opportunities. Copyright © 2013 John Wiley & Sons, Ltd.