Productivity and firm size in India

Are smaller firms more productive? Intuitively, while small firms have the advantage of more flexible management and lower response time to market changes, larger firms have the advantages of economies of scale, political clout and better access to government credits, contracts and licenses, particularly in developing countries. Using a panel dataset from a commercially available database of financial statements of manufacturing firms in India, we find that firms in the lowest quintile of the asset distribution that invest in research and have better liquidity are most productive. The Indian manufacturing sector, characterized by both large scale public and private firms as well as numerous smaller firms, provides an ideal setting. Our findings are robust to alternative definitions of size, alternative estimation methods and alternative estimates of total factor productivity.     

The mediating role of employee strategic alignment in the relationship between rational strategic planning and firm performance: A European study

Previous empirical studies examining the direct relationship between rational strategic planning and firm performance have produced contradictory results. Therefore, in order to better understand the nature of this relationship, it is important to take into consideration the role of some mediating and moderating variables. We take into account this aspect by testing the mediating role of employee strategic alignment in the rational strategic planning–firm performance relationship. Based on a quantitative empirical study conducted among 372 European firms, we find that employee strategic alignment is a full mediator in this relationship. We then discuss the theoretical contributions and practical implications of our study. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.     

Aligning strategic processes in pursuit of firm growth

Strategy formation mode refers to the way organizations devise their strategies. While some organizations do so through an explicit, formalized, and planned method, other organizations unintentionally create patterns in their strategic decisions—a strategy formation route that is more emergent in nature. This research explores the relationship between strategy formation mode and firm growth. Further, this article explores two strategic processes—forecasting and long-range objective setting—and their efficacy in association with particular strategy formation modes. Primary and secondary data collected from 103 manufacturing firms were used to test the hypotheses. Results indicate that the relationship between strategy formation mode and firm growth is curvilinear (inverted-U shape). Further, a three-way interactive effect is found between strategy formation mode, forecasting, and long-range objective setting on firm growth.     

企业组织资本、战略前瞻性与企业绩效:基于中国企业的实证研究

Organizational capital is an institutional arrangement in a firm’s production and management activities, which helps integrate all resources in the firm and affect the firm’s strategic choice and performance. This paper classifies organizational capital into three subtypes, namely power orientated capital, norm orientated capital and knowledge orientated capital. Moreover, strategic proactiveness is also brought into this influencing process. Results show that strategic proactiveness fully mediates the effect of power orientated capital on firm performance, but partially mediates that of norm orientated capital. It is also found that neither power nor norm orientated capital affects innovative performance, whereas knowledge orientated capital affects directly both financial performance and innovative performance. The significance of this research is to provide a meaningful supplement to the theory of decision-making-process for the top management team. Suggestions on how to cultivate organizational capital are provided for Chinese enterprises. __________ Translated and revised from Guanli shijie 管理世界 (Management World), 2007, (5): 83–93     

External technology acquisition and firm performance: A longitudinal study

External technology acquisition has been viewed as an important method used by firms to achieve higher economic returns. However, only a few studies have evaluated the contribution of external technology acquisition to firm performance. This lack of research is surprising because the benefits of external technology acquisition to innovation output have been emphasized extensively in the literature. This study therefore investigates the extent to which external technology acquisition effects a firm's performance, and how this effect is moderated by internal R&D efforts. This analysis concentrates on the electronics-manufacturing industry, taking advantage of the relative abundance of data on longitudinal investigation variables. A longitudinal sample allows this examination to control extraneous effects and to provide more convincing evidence for the relationship between external technology acquisition and firm performance. The analytical sample comprises a total of 341 Taiwanese electronics-manufacturing firms over the period from 1998 to 2002. The least square dummy variable analysis method reveals that external technology acquisition does not provide a significant contribution to firm performance per se; however, the positive impact of external technology acquisition on firm performance increases with the level of internal R&D efforts. Verifications for robustness and the split-sample analyses both validate the results in the setting of larger firms.     

Incorporating international strategic alliances into overall firm strategy: A typology of six managerial objectives

This research differentiates between international strategic alliance (ISA) structures, functions, and objectives, focusing on the latter and the link to overall firm strategy. Six objectives are put forward–learning, leaning, leveraging, linking, leaping, and locking out–with a discussion of the strategic implications of each. From a theoretical perspective, it is suggested that more emphasis should be placed on ISA objectives as a means of supporting overall firm strategies, as opposed to focusing on ISA structures or functions. From an applied perspective, managers are encouraged to consider the long-term strategic implications inherent in specific alliance arrangements. © 1995 John Wiley & Sons, Inc.     

Symbiotic ownership,cultural alignment,and firm performance: A test among international strategic alliances

Based on a sample of 61 international firms in China with industry symbiosis, we examine the effects of cultural alignment on firm performance. We first predict that symbiosis will have a negative effect on firm performance. After that, focusing on the most dimension of culture, i.e., collectivism/individualism, we also predict that in a society with a high collectivistic value, organizational collectivism will be positively correlated with firm performance because of its alignment with the prevailing societal culture. Finally, we predict that this cultural value should have a moderating effect on the relationship between symbiosis and performance. Data are collected from multiple sources to test these predictions. The results of the data analyses show the benefits of building a collectivistic organizational culture for firms with a high level of industry symbiosis.     

Threshold effects,technology purchasing,and firm outcomes: An absorptive capacity perspective

External technology purchasing is frequently adopted as a strategy to facilitate technology innovation and to enhance firm performance. However, research shows that there is considerable heterogeneity across firms with respect to innovation output and firm performance after technology purchasing. This study uses an absorptive capacity perspective in proposing the existence of an R&D employees threshold and a technology purchasing scale threshold. Using a sample of 1460 high-tech companies in China, we find support for both thresholds. We also find that the two variables are complementary with each other, jointly promoting innovation when both thresholds are crossed.     

Franchisor strategy and firm performance: Making the most of strategic resource investments

A key decision for entrepreneurs in many retail and service firms is whether, and how much, to use franchising. If the decision is made to franchise, the actor may assume one of two “identities” or tactics: (1) the “chain builder,” who uses a blend of company and franchised outlets, and (2) the “turnkey,” who sells business opportunities but does not own any outlets. To benefit from their chosen strategy, franchisors must put resources in place to support it. We argue that franchisors use the chain building strategy to strike a balance between standardization and innovation by building resources that foster trust and encourage knowledge sharing with franchisees. In contrast, for turnkeys, a valuable set of operational routines is the critical strategic resource. To better appreciate how franchisors choose between the chain builder and turnkey strategies, we gathered survey information from 263 franchisors. Via this data, and as described herein, we learned that franchisors perform better when they invest in resources that best support their selected strategy.     

Inter firm diversity and the management of meaning in international strategic alliances

Cross-national alliances have become an increasingly salient part of the contemporary global environment. These alliances bring together firms embedded in diverse institutional environments. Diversity in institutional environments makes meaning creation difficult as well as necessary. Our paper suggests that the alliance partners need to manage three kinds of meaning, namely pragmatic, moral, and cognitive. It is the effective management of meaning, which determines whether an alliance is able to achieve legitimacy. Implications for alliance management are discussed.     

Business strategy and firm location decisions: testing traditional and modern methods

Business Economics - For nearly a century, economists have relied upon the neoclassical principle of a “profit-maximizing firm.” Two modern challenges to this principle have arisen: the...     

Relational competence and strategic procurement management: Towards an entrepreneurial and contractual theory of the firm

This article explains what a strategic procurement management approach to effective business strategy is. This proactive approach is contrasted with current reactive and simplistic approaches to purchasing and supply management. A proactive approach to business management requires firms to recognise that their boundaries need to constantly change in response to consumer preferences; and, that the most effective operational tool for deciding on the “effective boundaries” of the firm will be based on analysing types of relational competences. This approach links competences, relationships and asset specificity in order to procure a supply and value chain which reduces the costs of transactions and improves profitability.     

Debt composition and exchange rate balance sheet effect in Brazil: a firm level analysis

In this paper, we study the interaction between macroeconomic environment and firms’ balance sheet effects in Brazil during the 1990's. We start by assessing the influence of macroeconomic conditions on firms’ debt composition in Brazil. We found that larger firms tend to change debt currency composition more in response to a change in the exchange rate risk. We then proceed to investigate if and how exchange rate balance sheet effects affected the firms’ investment decisions. We test directly the exchange rate balance sheet effect on investment, but the results were not statistically significant. We then pursue an alternative investigation strategy, inspired by the credit channel literature. According to this perspective, Tobin's q can provide an adequate control for the competitiveness effect on investment. Our results provide supporting evidence for imperfect capital markets, but not for a balance sheet effect in Brazil. The main effect we found is that firms in industries with higher proportion of imported inputs tend to invest less when the exchange rate is depreciated.     

A resource-based-view of the socially responsible firm: Stakeholder interdependence,ethical awareness,and issue responsiveness as strategic assets

In recent years the resource-based view of the firm has made significant headway in explaining differences in interfirm performance. However, this perspective has not considered the social and ethical dimensions of organizational resources. This paper seeks to provide such an integration. Using Kuhn's three stage model of adaptive behavior, the resource worthiness of stakeholder management, business ethics, and issues management are explored. The paper concludes by drawing on prospect theory to understand the reasons for this conceptual lacuna.Reginald A. Litz is assistant professor of business administration specializing in strategic management and corporate social responsibility at the Faculty of Management at the University of Manitoba in Winnipeg, Canada. His current research interests include corporate social responsibility and executive self-deception.     

The ancient Hebrew culture: Illustrations of modern strategic management concepts in action

Using archival analysis of modern English translations of Hebrew Old Testament books, the current study identifies associations between the actions and writings of ancient Israel's leadership and modern-day principles of strategic management. The results of this study provide examples of four key concepts in mainstream strategic management: (1) organisational mission, (2) organisational culture, (3) organisational structure, and (4) environmental scanning. Chronicling selected activities of the ancient Hebrew culture provides rich illustrations of modern strategic management concepts in practice more than three millennia ago.     

International diversification and firm performance: Role of information technology investments

The empirical studies to date have not found consistent support for the performance advantages of international diversification. One reason suggested by internalization theory is that leveraging firm specific assets is critical for enhancing performance from international diversification. We develop and empirically test the hypothesis that investment in information technology helps in leveraging firm specific assets across country borders and thereby contributes to enhanced performance from international diversification.     

Debt composition and balance sheet effects of exchange rate volatility in Mexico: a firm level analysis

We use Mexican firm-level data to study the role of currency mismatches in the corporate sector in exacerbating the negative effects of a devaluation. We also investigate what drives Mexican firms to borrow in foreign currency. We find that holding dollar denominated debt in a devaluation adversely affects firms’ earnings and investment. However, exporters invested more than non-exporters in the same period. We also find that the negative effect of dollar debt was stronger than the positive effect of exports in the 1994 crisis for firms with positive dollar debt and/or exports, relative to firms that did not borrow abroad and/or export. This was a result of imperfect currency matching by firms. However, in the 1998 crisis firms managed the denominations of their inflows and outflows much better and these two effects were roughly equal in magnitude. We also find some evidence of currency matching by exporters, especially after the introduction of the floating exchange rate.     

Team and organizational resources, strategic orientations, and firm performance in a transitional economy

Firms in transitional economies are learning to develop strategies to exploit new market opportunities though bounded by their lack of market experience and resources as well as institutional and cultural heritage. This paper examines the managerial orientations of top managers in the transitional economy of China by focusing on a firm's team and organizational resources. Specifically, the following antecedents motivate a firm to put more emphases on strategic orientations: the firm has an effective top management team, strong managerial competences, and when the firm has ample endowment of slack resources, social network, and support from the institutional environment. Empirical results support that team orientation, managerial competence, social network, and local institutional support are instrumental in developing market-focused strategic orientations. In addition, strategic orientations with heavy emphases on overall low costs and product innovation relate to higher firm performance.