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《Journal of Operations Management》2014,32(6):387-398
An organization's ability to exploit extreme events—such as exceptional opportunities—depends on its capacity strategy. The venture capital industry illustrates the interplay of expensive capacity and negative externalities from high utilization. The cost of adding a venture capitalist provides a strong incentive to run lean, but such leanness may make it impossible to evaluate all interesting investment opportunities. Using concepts from extreme-value theory, we analyze the trade-off between the costs and benefits arising from an increase in the number of evaluated deals. We ground our analysis in 11 years of archival data from a venture capital firm, representing 3631 deals, the decisions made, the reasons for those decisions, and the decision lead times. The firm identified 20% of arriving deals as worth evaluating during the screening process, but was not able to evaluate approximately 9% of those interesting deals due to a lack of capacity. We show that the value of increasing the number of deals evaluated increases with the tail weight of the distribution of deal values. When the right tail is light, increasing the number of deals evaluated may provide too modest a benefit to justify the cost. When, however, the right tail is heavy, the value of increasing the number of deals is likely to more than compensate for the cost of capacity. Our results provide new insight into the relative value of a chase capacity strategy that emphasizes responsiveness versus a high-utilization heuristic that emphasizes productivity. Our approach can be applied to other search operations such as personnel selection, quality circles seeking to identify root causes, and making employee capacity available for innovation. 相似文献
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ALLEN J. SCOTT 《International journal of urban and regional research》2008,32(3):548-564
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Philip Bromiley Rouslan Koumakhov Denise M. Rousseau William H. Starbuck 《Journal of Management Studies》2019,56(8):1517-1526
March and Simon pushed the study of organizations into the mainstream of academic writing about business. We outline central ideas discussed by the book and its pioneering role in studying cognitive processes underlying boundedly rational human beings. Through their representational approach, March and Simon defined and explicated key mechanisms of individual and organizational decision‐making. Organizations provided an empirically‐based understanding of human behavior and coordination, and set up core scientific criteria for creating the cumulative body of management and organization research. We summarize the papers presented in this special issue and point out contributions by Organizations that have been understated, forgotten or ignored in management studies. 相似文献
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Kristine M. Kuhn 《人力资源管理》2015,54(1):131-150
Although staffing decisions are typically conceptualized as motivated by the desire to select the best employees, many managers and human resources practitioners may be more concerned with avoiding bad hires. Regulatory focus theory provides a rich and well‐developed framework for understanding how prevention and promotion orientations shape judgments and decisions. This work is the first to examine this theory's implications for understanding staffing, and it illustrates how these fundamental underlying motivations alter the salience of costs and benefits associated with staffing practices, as well as subjective judgments about individual applicants. Regulatory focus is a function of situational factors as well as individual differences, and predominant motivational orientations also vary with business cycles. This model therefore offers broad cross‐level explanatory power for understanding dynamic factors influencing staffing, as well as a novel perspective on ways to improve the quality of staffing decision making. © 2014 Wiley Periodicals, Inc. 相似文献
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Stav Fainshmidt Amir Pezeshkan M. Lance Frazier Anil Nair Edward Markowski 《Journal of Management Studies》2016,53(8):1348-1380
We move the dynamic capabilities view (DCV) forward in two important ways by meta‐analysing prior empirical studies. First, we evaluate the two core theoretical tenets of the DCV: (1) Dynamic capabilities are positively related to performance, and (2) this relationship is stronger in industries with higher levels of technological dynamism. We find support for the former (rc = 0.296) but not for the latter, though results suggest the existence of moderators. Second, we theorize and demonstrate empirically that higher‐order dynamic capabilities are more strongly related to performance than lower‐order dynamic capabilities, lower‐order dynamic capabilities partially mediate the relationship between higher‐order dynamic capabilities and performance, and dynamic capabilities contribute more to performance in developing economies than in developed economies. These findings illustrate how the nature of the dynamic capability and the economic context in which it is utilized shape its value, thus offering a more nuanced conceptualization of the dynamic capabilities‐performance relationship. 相似文献
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Barbara K. Wichmann Craig R. Carter Lutz Kaufmann Jeffrey R. Wilson 《Journal of Supply Chain Management》2016,52(1):21-40
Companies often struggle to embed environmental sustainability in their supply chain management (SCM) processes due to an insufficient understanding of how to initiate and bring environmental initiatives to fruition. Scholars argue that commitment of employees is crucial to enhance the implementation of these initiatives. Drawing from intra‐organizational influence theory, this study examines how managers who champion these initiatives can gain employee affective commitment within a social network context. Prior research has investigated influence behavior by an individual (an agent) within the organization to gain the commitment of another individual (a target), by focusing on this agent–target dyad. Our research extends this single dyadic agent–target perspective, by investigating influence attempts within a more realistic, multi‐dyadic context in which influence attempts by multiple agents are possible and in fact likely, and in which an actor can be both an agent and a target. We identify a 90‐actor social network, resulting in 273 influence attempts surrounding the implementation of an environmental SCM initiative at a large, multinational corporation, and investigate how the affective commitment of actors in this network is achieved. Based on the analysis of a generalized linear mixed model, the results suggest that if agents want to create a high level of target commitment, then consultation and to a lesser degree inspirational appeals seem to be key, while tactics such as rational persuasion, ingratiation, legitimating, and coalition are not related to affective commitment, within the context of a social network where multiple agents often attempt to influence a target. 相似文献
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Amin Mahmoudi Xiaopeng Deng Saad Ahmed Javed Na Zhang 《Business Strategy and the Environment》2021,30(1):318-339
Due to mounting environmental and social challenges, supplier selection has become one of the most critical tasks of project-oriented organizations. Because supplier selection can affect the long-term success and profitability of the organizations and their projects, directly, embracing sustainability can add value in the equation. Considering sustainability measures can positively guide project managers in making better decisions for the projects in the long term. Therefore, the current study attempts to provide a conceptual model for selecting the best supplier based on a sustainability framework in megaprojects. Meanwhile, decision-making methods can be employed as a proper tool to find the best supplier. Ordinal priority approach (OPA) is a recent development in multiple criteria decision making (MCDM), while it has many benefits compared with other methods like analytic hierarchy process (AHP) and technique for order of preference by similarity to ideal solution (TOPSIS). However, this method cannot consider multiple ranks during the decision-making process, and using an uncertainty approach feels strongly. Grey systems theory (GST) can consider uncertainties with no need for large sample or proposing membership function. Hence, the current study employed the GST to consider multiple ranks for criteria and alternatives in the OPA method. This is the first time that a sustainable supplier selection framework has been presented for megaprojects with the aid of the Grey OPA (OPA-G) method. Finally, a case study has been examined to evaluate the performance of the proposed approach. The results show that the proposed approach can be used in real-world situations and it has acceptable performance under uncertainty conditions. 相似文献
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The theory of communities of practice has found much acceptance in the organizational and social sciences literature. Although applied frequently to assess or explain phenomena, it has seen little research to identify the presence of barriers between communities of practice, or even just differences between such entities. Using members of the environmental and business communities, the following study identifies different communities of practice based on their linguistic repertoire. It also shows that members of one community can identify the linguistic content of another community's linguistic repertoire, with attention to business and environmental management. The research not only offers credence to the theory of communities of practice based on their linguistic repertoire, but it also offers avenues for further research in the use of language as a means of identity and segregation in various forms of institutional contexts. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment. 相似文献
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Drawing on the resource‐based theory and institutional theory, we develop a framework to explain the processes by which the environmental strategy of small‐ and medium‐sized enterprises (SMEs) contributes to their competitive advantage. We test our assumption using data collected from 214 UK‐based SMEs in the technology sector. We find that the effects of environmental strategy can lead to development of their marketing competence, as well as research and development (R&D) competence, which ultimately contributes to superior financial performance. We also find that a reciprocal causal relationship exists between SMEs' marketing and R&D competences. Combined, we reveal the presence of a serial multiple mediation relationship between SMEs' environmental strategy and financial performance through marketing competence and then R&D competence, or vice versa. Our study offers important academic and managerial implications, and also points out future research directions. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment 相似文献
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Friederike Neugebauer Frank Figge Tobias Hahn 《Business Strategy and the Environment》2016,25(5):323-336
In strategy research, there is a consensus that strategy making resides on a continuum from planned to emergent where most strategies are made in a mixed way. Different contingency factors have been suggested to explain the factors that influence strategy making. Sustainability research seems to overlook most of this development and assumes instead that sustainability strategies are made in a purely planned way. We contribute to a better understanding of the role of different strategy making modes for sustainability in three ways. First, we point to the bias towards planned strategy formation in sustainability research. Second, we propose a new contingency factor to help explain sustainability strategy making based on the nature of the problem addressed. Third, we discuss strategy making for different types of sustainability problems. We argue that planned strategy making is expected for salient and non‐wicked problems while emergent strategy making is likely for non‐salient and wicked problems. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment 相似文献
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本文分析了工程招投标市场中的围标行为。应用演化博弈方法构建了工程项目投标过程中招投标双方的效用模型,并分析了招投标策略的动态演化过程及影响策略均衡的决定因素,同时,揭示了其演化稳定策略的特征。最后,给出了工程项目招投标规避围标行为的策略选择及改进措施。 相似文献
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参与兼并企业作为子企业存在于兼并所形成的新企业时,新企业的所有者可能对子企业管理者设置与内部所有子企业利润都相关的激励机制,文章即对这种情形建立了两阶段博弈模型考察横向兼并效应问题。结果表明,当少于市场企业数目50％的企业进行兼并时,新企业所有者将确定导致内部竞争的管理者激励机制,社会福利将会增加;此时,兼并活动对参与兼并企业是有利的,对未参与兼并企业是不利的,从而部分地消除了“兼并悖论”。 相似文献
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Olli‐Pekka Kauppila 《Journal of Management Studies》2014,51(5):737-763
Although prior research generally holds that role clarity is affected by both individual characteristics and organizational contexts, current conceptual or empirical models do not reflect the multilevel nature of these antecedents. A more complete understanding of how role clarity emanates from different organizational levels is necessary to help prevent poor job performance and other harmful consequences of ambiguous role expectations. To address this, I begin this research by investigating the effects of internal work locus of control, general self‐efficacy, and leader–member exchange on role clarity. With respect to the cross‐level effects, I focus on the roles of a manager's control style and the organization's strategy‐making pattern. Analyses of a multi‐industry, multilevel dataset collected from 724 employees and 124 managers in 25 organizations in Finland suggest that all of the individual‐level independent variables and a deliberate strategy‐making pattern improve role clarity. However, a deliberate strategy‐making pattern negatively moderates the relationship between general self‐efficacy and role clarity. Finally, even though an outcome‐based control system causes role ambiguity among employees in most functional areas, it may be an effective driver of role clarity among employees in sales jobs. 相似文献
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Sustainability innovation research often focuses on the interrelation and the interaction of influencing factors and actors while neglecting the importance of firm internal initiatives. Based on a longitudinal case study of the Dutch company Royal Philips Electronics, we develop the concept of ‘green flagging’ as a groundbreaking corporate sustainability innovation strategy. This paper describes how Philips uses this approach in its Green Flagship Program (GFP). Philips' GFP is particularly interesting since it sets specific targets across all its business units, thus driving the integration of sustainability innovation into its core business. This study suggests that the impact of sustainability innovations can be improved by focusing on sustainability as an explicit goal as well as processes and projects instead of merely concentrating on content and structure. We discuss the possibilities and limitations of these findings for theory and research on sustainability innovation strategies. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment. 相似文献
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Using a qualitative approach, this study fills a void in the literature on strategic HRM by analyzing Austrian CEOs' perceptions of the role of the HR department in their organizations, and the conditions that affect the development of a strategic role. The results suggest that even if CEOs have an overall positive evaluation of their HR departments and are willing to delegate responsibility for higher‐level decision‐making, to develop the HR department's role, CEOs must also feel they have the scope to do so. A framework for future research and practical implications for opportunities and constraints confronting HR managers are discussed. © 2010 Wiley Periodicals, Inc. 相似文献
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A range of theories (actor‐network theory, multinodality, and sense making) are drawn together into a single model of project management processes in order to discuss project success and failure. It is argued that success and failure can be characterized in terms of a continuum between project convergence and divergence. The causes of divergence and convergence are discussed with reference to the above theories using four illustrative case studies. 相似文献
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A key issue for strategic supply chain management research is whether purchasing can be a source of long‐term competitive advantage. Recent resource‐based works in strategic management suggest that purchasing cannot be a source of long‐term competitive advantage. In contrast, recent works in supply chain management suggest that purchasing can be such a source. This article explains why works in strategic management and supply chain management come to such radically different conclusions on purchasing strategy. Specifically, this article points out that the negative conclusion concerning purchasing strategy is derived from theories of competition based on the neoclassical, equilibrium economics research tradition. Therefore, the positive case for strategic purchasing needs to be grounded in a research tradition that provides a clean break from the neoclassical, equilibrium economics research tradition. The authors discuss the characteristics of what has come to be labeled “the resource‐advantage research tradition” and offer it as an appropriate grounding for purchasing strategy, in particular, and supply chain management, in general. 相似文献