Transactional hazards,institutional change,and capabilities: Integrating the theories of the firm

Using a detailed dataset from the Chilean construction industry, we explore how the predictions of the transaction cost and capabilities theories interact to explain building contractors' decisions to ‘make or buy’ the specialty trade activities needed to complete a construction project. We show that the contractor's productive capabilities strongly mediate the relationship between transaction hazards that originate from either temporal specificity or an exogenous change in the subcontracting law and the vertical integration decision. The inclusion of differential capabilities and its interaction with transactional hazards infuse contractors' boundary choices with systematic patterns of heterogeneity and contribute to the integration of these theoretical perspectives. Our analysis corrects for the endogeneity of the capabilities variable and provides a detailed assessment of the marginal effects in logit models. Copyright © 2013 John Wiley & Sons, Ltd.     

Outsourcing, performance, and the role of e-commerce: A dynamic perspective

In a highly competitive global environment, many manufacturers respond by setting up outsourcing relations for components and finished products with lower-cost producers on a contractual OEM (original equipment manufacture) basis. In the last decade, we have witnessed a spectacular growth in outsourcing activities led primarily by U.S. and Japanese companies, although their approaches to outsourcing strategy and supplier relations are different. However, outsourcing strategy is not without drawbacks. We offer a dynamic perspective of outsourcing strategy and its performance implications, in which we argue that there is an optimal degree of outsourcing. The outsourcing-performance relationship takes on an inverted-U shape, implying that as firms deviate further from their optimal degree of outsourcing, by either insourcing or outsourcing too much, their performance will suffer disproportionately. We then discuss how e-commerce affects where the optimal point of any particular firm is located, hence explicitly linking developments in e-commerce to changing outsourcing levels. We provide implications for the practice and study of outsourcing and e-commerce.     

Dissolution of franchise relationships: Intention,behavior, and the role of uncertainty

Academic research has paid more attention to formation and management of business relationships than to their dissolution. For example, not much is known about the extent to which dissolution intentions are predictive of actual dissolution, and whether certainty with which these intentions are held influences the likelihood of relationship dissolution. To address these questions, authors collect data in two stages from a franchise system in Korea. They specify the judgment uncertainty and magnitude parameters (JUMP) model to tease apart the magnitude and uncertainty of intention from a single measure, and a duration analysis model to study translation of intentions into behavior. Results show that not only strong intentions to dissolve a relationship are more likely to result in actual dissolution but weak intentions also are more likely to lead to dissolution if the holder is doubtful and uncertain about the relationship. Ignoring uncertainty of dissolution intentions thus can seriously downplay their risk of translating into actual dissolution.     

Entrepreneurship,strategy, and organization: Individual and organization in the behaviour of the firm

The main purpose of this paper is to set out a number of ideas on business policy and corporate strategy which underlie a larger research project. It arises in part from a University Seminar in Industrial Economics which for many years provided a forum for academics and businessmen to discuss the growth and organization of particular firms: in part from the upsurge of interest in teaching business policy: and in part from a growing preoccupation, especially among business historians, with the decision-making processes within firms. These have wide implications for the understanding of the nature of entrepreneurship and strategy in the modern business corporation.     

Platforms,systems competition,and innovation: Reassessing the foundations of communications policy

Focusing on the effects of policy on investment and innovation this paper examines whether the conceptual foundations of sector regulation are aligned with the current technological and economic conditions of advanced communications. One conclusion is that the prevailing theories and practices are only adequate if the policy challenge can be reasonably approximated as a static or steady-state problem but they may have serious shortcomings if this is not possible. The article proceeds with a review and critical examination of two approaches that could augment or possibly replace the traditional approach under conditions of dynamic competition—the theory of platform markets and systems approaches. Both frameworks model aspects of competition in interconnected systems in more detail and offer novel insights to inform communications policy in an era of continuous change. Nonetheless, important theoretical and implementation gaps remain that will require additional efforts by researchers and practitioners.     

Capture,governance, and resilience: strategy implications from the history of Rome

Organizational resilience is a subject of great interest to management and strategy scholars. Drawing on over 1,000 years of historical data on the Republic of Rome, and focusing primarily on the period of its establishment (509 BC–338 BC), we identify two generic strategies, capture and governance, that together are essential for organizational resilience. Capture strategy relates to market expansions, while governance strategy refers to the capacity of an organization to assimilate, retain, defend, and increase its dominance within annexed markets. The history of Rome also reveals four supporting tactics—saving power, maintaining a stronghold base, isolating and weakening adversaries, and creating forward outposts—that shore up and reinforce the capture and governance strategies, to create a more enduring and resilient enterprise. Interestingly, a system‐wide view of the strategy‐tactic framework also offers insights on resilience through smallness, thus illustrating its conceptual utility to organizations of all sizes including small enterprises. Copyright © 2010 John Wiley & Sons, Ltd.     

The disruptive potential of PWLAN at the country-level: The cases of Germany,the UK,and the USA

This paper analyzes the impact of WLAN technologies for incumbent MNOs based on an empirical cross-country study of the players in the public WLAN-hotspot market using the theory of disruptive innovation and theoretical extensions for the industry- and country-level. The main research question to be analyzed is whether and why PWLAN has shown a disruptive or sustaining impact trend for incumbent MNOs in the hotspot markets of Germany, the UK, and the USA in recent years. The results imply that incumbent MNOs and new entrants have taken advantage of the opportunity provided by PWLAN, but the market success of both types of players varies between the countries analyzed. Incumbent MNOs dominate in Germany but not in the UK and the USA. The reasons for these country-specific differences were further investigated, and the results suggest that the analysis of disruptive potential in telecommunications needs to include country- and firm-specific factors, which are, again, largely influenced by the local regulation.     

Cogitate,articulate, communicate: the psychosocial reality of technology roadmapping and roadmaps

Roadmapping has gained acceptance by technology management practitioners as a key tool in planning and strategy development. Technology roadmapping workshops are essentially a socially facilitated mechanism that solicits a diverse group of participants for their pool of experience and expertise in order to explore the opportunities and challenges facing an organisation. The group collaboration is captured through the generation of a roadmap which provides a visual representation of their collective cognitive efforts. It must therefore be acknowledged that the actual practice of roadmapping involves numerous complex underlying cognitive factors and social interactions. In this regard, an initial framework for the exploration of the psychological and sociological aspects involved in technology roadmapping and roadmaps is presented. The postulation is that roadmapping/roadmaps provide a mechanism/vehicle to cogitate, articulate and communicate.     

Market Share Inequality,the Number of Competitors,and the HHI: An Examination of Bank Pricing

This paper seeks to determine whether the Herfindahl--Hirschman index (HHI) adequately accounts for the roles of market share inequality and the number of competitors in explaining bank deposit and loan rates. This is been done by estimating deposit-rate and loan-rate equations in which the HHI is decomposed into components that reflect share inequality and number of competitors and, alternatively, by adding measures of share inequality and the number of competitors as additional explanatory variables. Results are inconclusive in the case of deposit rates but suggest that the HHI does not give sufficient weight to the number of competitors in explaining loan rates.     

Agency,structure, and the dominance of OEMs: Change and stability in the automotive sector

Research summary: This article reviews structural change in the automotive sector from 1997 to 2007. We find that, following internal framing contests, Original Equipment Manufacturers (OEMs) led efforts to change their sector's architecture, starting from both strong and weak competitive positions and working with suppliers to advocate a new vision based on modularity and outsourcing. As the risks and costs of this vision became apparent, OEMs were able to reverse course and reaffirm their hierarchical control on the sector, taking advantage of structural features that weren't salient ex ante. We consider why certain OEMs initiated this status‐quo challenging change, and identify how sector structure mediated their (and suppliers') efforts to implement it. We document the complex change process, driven by agency, structure, and heterogeneity in firms' understanding of their sector's architecture. Managerial summary: We study the “industry architecture” (i.e., division of labor and profit) of the automotive sector. During the late 1990s, Original Equipment Manufacturers (OEMs) embraced a new vision, based on “Modularity + Outsourcing,” inspired by an analogy with Personal Computers (PCs). This seems puzzling since such a change was hard to implement and could have led to OEMs relinquishing strategic control of the sector. The misstep was caused by internal framing contests and the agendas and influence of suppliers, consultants, and academics. We also consider why OEMs were able to partially reverse these changes, and document the role of structural features that let them control their sector and retain value: managing the customer experience, acting as guarantors of quality, and preserving hierarchical supply chains in which they functioned as system integrators. Copyright © 2015 John Wiley & Sons, Ltd.     

In with the old,in with the new: capabilities,strategies, and performance among the Hollywood studios

An increased focus on turbulent environments has led to a growing interest among researchers in the concept of dynamic capabilities. In this study, we approach dynamic capabilities in a framework of two complementary processes. On one hand, firms can build upon existing capabilities in products and markets in which they have experienced recent success; on the other hand, they can also intentionally focus on other products and markets in which they seek to build capabilities to address their lack of recent success. We examine these two processes within project‐based industries and identify replication and renewal as two types of strategies that firms use to add a dynamic component to their capabilities. We also theorize that the success of each of these strategies is tied to differentiation from rivals, and to firm‐level resource availability and industry‐level demand characteristics. We test these propositions by focusing on the film genres that were offered by the Hollywood studios over a thirty‐year period. Copyright © 2009 John Wiley & Sons, Ltd.