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1.
A developing stream of research in the strategy field explores the competitive structure of industries from the perspective of industry participants. This work has demonstrated that managers develop strategic group knowledge structures in order to make sense of their competitive environment. This study extends this line of research by examining the complexity evident in the strategic group knowledge structures developed by firms' top management teams and assessing the relationship between complexity in these knowledge structures and subsequent firm performance. Specifically, we examine the complexity of top managers' knowledge structures regarding their competition using a sample of 76 top management teams from banks in three U.S. cities. Using hierarchical regression, we find a significant relationship between the complexity of cognitive strategic groups and subsequent firm performance. These results suggest that the structure of the cognitive templates that top managers use to understand their environment and the actions of their competitor influence the degree of strategic success of their firm. Copyright © 2002 John Wiley & Sons, Ltd. 相似文献
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This study deals with individual managerial performance, both overall and in generating innovation. While prior work has demonstrated a relationship between network structure and managerial performance, inadequate attention has been paid to network content. We consider several micro‐social processes that might account for differences in managerial performance, taken from economic sociology and studies of managers' exploitation of their social networks and derived from work in psychology on the genesis of ideas. We compare the influence of these mechanisms on managerial performance using a sample of 106 middle managers in a European telecommunications company. Our findings suggest that, while network structure matters, access to heterogeneous knowledge is of equal importance for overall managerial performance and of greater importance for innovation performance. Copyright © 2004 John Wiley & Sons, Ltd. 相似文献
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Research summary : Managers' mental representations affect the perceived payoffs and alternatives that managers consider. Thus, mental representations affect how managers search for profitable strategies as well as the quality of strategies they discover. To study how mental representation and search interact, we formally model the dual search over possible representations and over policy choices of a strategy “landscape.” We analyze when it is preferable to emphasize searching for the best policies rather than the best mental representation, and vice versa. We show that, in the long run, a balance between the two search modes not only results in better expected performance, but also reduces the variation in performance. Additionally, the article describes conditions under which increased accuracy of mental representations can actually worsen firm performance. Managerial summary : Managers' mental representations affect the perceived payoffs and alternatives that managers consider. Thus, mental representations affect the quality of strategies managers can discover. We analyze a computer simulation of how managers use mental representations to search for strategies. This sheds light on how managers should deal with the trade‐off between searching for policies and searching for representations; that is, whether managers should think creatively about how to represent a strategy problem or whether they should just stick to the current problem understanding, and try to find ways to improve performance as suggested by the current representation. We provide insight regarding the balance between the two search modes and describe conditions under which increasingly accurate mental representations can worsen firm performance. Copyright © 2015 John Wiley & Sons, Ltd. 相似文献
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以开放式创新模式下企业外部知识网络建设面临的挑战为基点,引入结构洞理论,基于对外部知识网络中结构洞的规划、占据、利用、剖析和拓展,识别企业外部知识网络能力的结构体系和内部作用机理;利用实证研究确定了涵盖网络构想能力、网络建构能力、网络利用能力、网络解构能力和网络重构能力等5个维度,共12个子维度和37个题项的企业外部知识网络能力测量量表。在此基础上,提出了"一纵一横"的企业外部知识网络能力的提升路径,即从战略层面到战术操作再回归到战略的纵向动态循环,以及从知识结点到知识链再到利益的横向持续推进。本研究从结构洞理论的视角揭示了企业外部知识网络能力的多维度构成和内部演化机理,研究结果弥补了现有研究中知识网络能力和一般网络能力之间、外部知识网络和内部知识网络之间模糊不清的不足,并能够为后续研究提供理论支撑和实证基础。 相似文献
5.
Prior competitive dynamics research has drawn on theories of information processing to model the subjective antecedents of executives' retaliation choices. This prior work has made great progress in developing our understanding of the retaliation choices most firms will make to a given type of attack. What the information processing perspective has not been able to do is explain firm‐specific behavior to predict which competitive moves individual firms will challenge, or explain why individual firms differ in the types of actions that they are most likely to challenge. The goal of this paper is to sharpen the theoretical and empirical focus on predicting firm‐level retaliation proclivities. We leverage managerial cognition research to examine the relationship between firm‐level differences in the cognitive frameworks that executives possess, and firm‐level differences in whether and how quickly firms challenge a market move. Results from a longitudinal study of the airline industry suggest that the addition of a cognitive perspective provides important insights into competitive retaliation. Copyright © 2010 John Wiley & Sons, Ltd. 相似文献
6.
The notion that managers encounter differing levels of discretion across industries and organizations is becoming central to discussions of strategy formulation and implementation. However, discretion can be exercised or created only to the extent it is perceived, and theories of cognition and decision making suggest that managers’ perceptions of discretion may vary significantly. Despite the importance of perceptions to Hambrick and Finkelstein’s (1987) theoretical model of managerial discretion, no empirical tests examining perceived discretion have been published to date. Drawing on theories of issue interpretation and impression management, we find that managers differ systematically in the amount of discretion they perceive. Specifically, we find support for the predicted relationship between locus of control, a stable personality difference, and perceptions of managerial discretion. We also find that perceived discretion predicts managerial power, but only in situations in which the manager actually has little discretion. The dynamic model presented and tested here suggests that managers, in part through impression management activities and their ability to attend to critical contingencies, may both increase their power and enlarge their latitude for action. Implications for strategy formulation and implementation are discussed. © 1997 by John Wiley & Sons, Ltd. 相似文献
7.
When firms tap external knowledge sources, they risk spillovers of their own internal knowledge. If the value of this potential loss and the imitation capabilities of neighboring organizations are high, fear of imitation might overshadow the benefits of openness. In such situations, firms might voluntarily reduce their use of external sources, relative to knowledge available internally. Data pertaining to 4,623 European inventions and direct information about the use of knowledge sources confirm that firms reduce their use of external, relative to internal, knowledge when they conduct costly research projects in locations characterized by high levels of absorptive capacity in a specific technology. This study also reveals fear of imitation as a mediating factor of this behavior. Copyright © 2013 John Wiley & Sons, Ltd. 相似文献
8.
Henrich R. Greve 《战略管理杂志》1998,19(10):967-988
Managers planning to abandon a market position need to find a promising alternative, and face a choice of inventing a new market position or entering an existing one. The great uncertainty on the consequences of different actions leads them to rely on other organizations for information on how to compete, making adoption of existing market positions likely. Their wish to avoid direct rivalry and maximize growth leads them to seek out information on new market positions with few incumbents. As a result, recently innovated market positions are mimetically adopted by organizations that can easily observe previous adoptions and see them as relevant to their market situations, increasing the market differentiation. This theory is tested and supported by analysis of the spread of new radio formats in the United States. © 1998 John Wiley & Sons, Ltd. 相似文献
9.
We adopt an information processing perspective to investigate how the interplay of belief structures and industry context shapes new venture strategic adaptation in a sample of 104 publicly traded new ventures founded between 1996 and 2006 in several technology‐intensive industries. Results highlight that distinct espoused belief structures attributes (complexity, centrality, proactive causal logics) and industry growth combinations predict diversity, frequency, and speed of new venture strategic actions. We contribute to prior literature on early firm strategic adaptation by providing an elaborated understanding of the role of espoused belief structures in interpreting and translating industry signals into new venture strategic action. Further, we highlight the role of belief structures in facilitating the fast, diverse, and frequent organizational actions typically associated with continuous adaptation. Copyright © 2014 John Wiley & Sons, Ltd. 相似文献
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A framework is presented that connects managerial decision making to resource building and firm performance. The framework takes a behavioral view of decision making and distinguishes two distinct decision‐making processes. First there is the creative conceptualization of new resource configurations that are intended to deliver competitive advantage. Then there is the painstaking development of resources required to implement strategy. We argue that heterogeneity in the resources of rival firms arises from the interplay of these two processes: resource conceptualization and resource development. Heterogeneity spawns performance differences that can be explained ex ante from characteristics of managerial decision‐making processes. We illustrate the approach in a simulated decision‐making environment representing a highly competitive and dynamically complex industry. Results from repeated simulation experiments conducted with executive and MBA students show vast differences in performance among firms, even when they started with identical resource positions. In a departure from traditional resource‐based literature, we explain how these differences stem from path dependent accumulation of resources and spontaneous variety in the way rivals conceptualize resources. Copyright © 2010 John Wiley & Sons, Ltd. 相似文献
12.
Why are some firms more effective than others at addressing stakeholder concerns? Conventional stakeholder theories focus on variables in the external environment and cannot adequately explain variance across firms operating in the same context. Our matched‐pair study of eight global corporations goes inside the firm and investigates the role of managerial cognition on corporate attention to stakeholders. We find that top management's conceptualization of the firm's relationship with society—which we name enterprise logic—prompts distinct foci of attention and potentially constrains how well a single firm can simultaneously attend to multiple stakeholders. These findings highlight the value of an ‘inside‐out’ perspective, centered on managerial cognition, in explaining why some firms address stakeholder concerns more effectively than their peers. Copyright © 2012 John Wiley & Sons, Ltd. 相似文献
13.
This research explores the notion of competitive simplicity: a tendency of some firms to concentrate intensely on just a few central activities. Our focus here is the simplicity inherent in the repertoire of concrete, market-oriented actions used by companies to compete: these actions include product introductions, pricing or advertising decisions, and changes in market scope. The simplicity of a competitive repertoire can be assessed by its range of actions and its degree of concentration on one or a few dominant types of actions. We argue that competitive simplicity is largely a function of organizational and environmental properties that attenuate managerial search or restrict knowledge of competitive alternatives. These properties include good performance, munificent, homogeneous or certain markets, a lack of breadth in competitive experiences, and the complacency that may accompany age and size. Paradoxically, although good past performance may contribute to simplicity, simplicity can hurt subsequent performance, especially during periods of uncertainty and growth. Many of these ideas were borne out in a study of the major carriers of the post-deregulation domestic airline industry. 相似文献
14.
Research summary : While firms tend to build on their own knowledge, we distinguish between depth and breadth of local search to investigate the drivers of these behaviors. Given that inventors in a firm carry out the knowledge creation activities, we strive to identify inventors responsible for these behaviors by employing the notion of an intra‐firm inventor network. A longitudinal examination of 14,575 inventors from four large semiconductor firms using patent data supports our hypotheses that the reach of inventors in the intra‐firm network and their span of structural holes have independent and interactive effects on these two types of local search behaviors. These findings have implications for research on exploitation and exploration, organizational knowledge, knowledge networks, and micro‐foundations. Managerial summary : Large amounts of knowledge may reside within firm boundaries, and managers are interested in understanding who may leverage this knowledge to generate novel ideas. We focus on collaborations among knowledge workers to address this question. Using the collaborations among all knowledge workers in a firm, we show that those who have higher reach to all others and those who form bridges to connect unconnected groups of workers tend to leverage not only more organizational knowledge, but also knowledge that is more dispersed in the organization. Managers could use these insights to shape the use of organizational knowledge by firm inventors, and also to make decisions about granting or withholding access to internal knowledge platforms for knowledge workers. Copyright © 2016 John Wiley & Sons, Ltd. 相似文献
15.
知识经济时代下企业的成长与发展离不开对知识的获取与运用,尤其是知识密集的高技术企业,因此,探究知识搜索活动与高技术企业成长的关系问题具有重要意义。本文旨在揭示知识搜索驱动高技术企业成长的机制,在对知识搜索、双元创新和高技术企业成长关系分析基础上,提出“知识搜索-双元创新-企业成长”的作用机制,结合企业生命周期的各阶段特征对该作用机制进行细化,构建不同企业生命周期下知识搜索驱动高技术企业成长螺旋模型,并对华为公司进行案例研究,检验理论分析,为高技术企业通过获取、运用知识推动企业可持续成长提供理论指导与决策参考。 相似文献
16.
The microfoundations of dynamic capabilities have assumed greater importance in the search for factors that facilitate strategic change. Here, we focus on microfoundations at the level of the individual manager. We introduce the concept of “managerial cognitive capability,” which highlights the fact that capabilities involve the capacity to perform not only physical but also mental activities. We identify specific types of cognitive capabilities that are likely to underpin dynamic managerial capabilities for sensing, seizing, and reconfiguring, and explain their potential impact on strategic change of organizations. In addition, we discuss how heterogeneity of these cognitive capabilities may produce heterogeneity of dynamic managerial capabilities among top executives, which may contribute to differential performance of organizations under conditions of change. Finally, we propose possible directions for future research. Copyright © 2014 John Wiley & Sons, Ltd. 相似文献
17.
We develop and test a sensemaking model of early internationalization that ties domestic mindsets to international industry conditions and early international performance. Our central contention is that the fit between international industry conditions and domestic mindsets will lead to superior early international performance. We test this contention with a sample of 178 large and established domestic firms from 20 industries. Our results highlight the role of domestic mindsets in the early phases of internationalization and prescribe the types of domestic mindsets needed to maximize early international performance in global, multi‐domestic, and transnational industry conditions. Our results also provide valuable insights to top managers of large and established firms on how to reduce the risk of failure and how to successfully prepare for and cope with international environments by matching their domestic mindsets with international industry environments. Copyright © 2010 John Wiley & Sons, Ltd. 相似文献
18.
The strategic group concept provides an attractive middle ground between firm and industry for both theory development and empirical analysis. To date, this concept has been defined by researchers in terms of secondary accounting and financial data, and a number of critics have questioned the validity of this work. Our research shows that industry participants share perceptions about strategic commonalities among firms, and that participants cluster competitors in subtle ways not reflected in extant academic research on strategic groups. Decision makers' perceptions and cognitions are phenomena that can be expected to influence industry evolution. They are of research interest as an additional source of data on firm commonalities which helps address concerns about previous strategic group research. 相似文献
19.
With the increasing prominence of special interest group activity in the organizational external environment, we build on the stakeholder literature on strategic management to explain how organizations respond to pressures from such groups. Using a model integrating institutional, resource dependence, resource‐based, and cognitive theoretical perspectives, we examine the restaurant industry's response to the fat reduction pressure campaign run by a nutritional interest group, the National Heart Saver's Association (NHSA) in the early 1990s. Our findings indicate that susceptibility to institutional pressures partially affected accommodation to NHSA's demands, and more strongly affected organizational cognitions of those pressures. Our measure of resource dependence did not directly affect accommodation, but was significantly related to managerial cognitions. Resource‐based factors had a strong direct effect on the extent of accommodation to the pressures of NHSA, and partially influenced measures of cognition. Further, our findings indicate that managerial cognition strongly influenced an organization's response to NHSA pressure. From these results we suggest strategies for managers as they try to make sense of and respond to interest group pressures. We also point to future avenues of inquiries for researchers. Copyright © 2008 John Wiley & Sons, Ltd. 相似文献
20.
Thomas Brashear Alejandro Christian Kowalkowski Paulo Henrique Prado 《Industrial Marketing Management》2011,40(1):17-27
This study develops and tests a model of information search in complex buying. We incorporate three categories of influences of organizational, personal and situational factors that affect information searching efforts. A sample of 96 of the largest Brazilian firms reported their use of the various influences in the decision to purchase integrated business management systems. Findings show that formalization of the organization is a key driver of information search efforts. Situational characteristics of importance, novelty and bargaining power increased the level of information search. Also, conformity of the purchasing agent and organizational centralization reduce information search efforts among the sampled Brazilian firms. 相似文献