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1.
    
‘Job hopping’ by engineers and scientists is widely heralded as an important channel for knowledge spillovers within industries. Far less is known, however, about the actions firms take to reduce the outward flow of knowledge through markets for skilled labor. This study investigates the efficacy of a lever that has received little research attention: corporate reputations for toughness in patent enforcement. Drawing on unique data on enforcement activity, intra‐industry inventor mobility, and patent citations in the U.S. semiconductor industry, we find that a firm's litigiousness significantly reduces spillovers otherwise anticipated from departures of employee inventors, particularly when the hiring organizations are entrepreneurial ventures. Surprisingly, the deterrent effects of patent enforcement are similar in magnitude for firms located in California, a state characterized by open norms for knowledge trading, and firms headquartered in other U.S. states. The study sheds new light on the strategic actions firms use to prevent rivals from capturing value from their investments in human capital and research and development. Copyright © 2009 John Wiley & Sons, Ltd.  相似文献   

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This study draws on strategic factor market theory and argues that acquirers' decisions regarding whether to bid for a firm reflect their expectations about employee departure from the firm post‐acquisition, suggesting a negative relationship between the anticipated employee departure from a firm and the likelihood of the firm becoming an acquisition target. Using a natural experiment and a difference‐in‐differences approach, we find causal evidence that constraints on employee mobility raise the likelihood of a firm becoming an acquisition target. The causal effect is stronger when a firm employs more knowledge workers in its workforce and when it faces greater in‐state competition; by contrast, the effect is weaker when a firm is protected by a stronger intellectual property regime that mitigates the consequences of employee mobility. Copyright © 2014 John Wiley & Sons, Ltd.  相似文献   

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Employee entrepreneurship and employee moves to rival firms (employee mobility) have both been recognized as critical drivers of the transfer of knowledge. Drawing on a unique database of intra‐industry inventor entrepreneurship and mobility events in the U.S. semiconductor industry, I examine the effect of the complexity of inventors' prior patenting activities on their decisions to join a rival firm or found a start‐up. The findings show that even though complexity inhibits knowledge diffusion to rival firms through employee mobility, complex knowledge may be underexploited within existing organizations and may still flow to startups through employee entrepreneurship. This study sheds new light on how technology shapes patterns of employee entrepreneurship and mobility, with implications for knowledge flows and competitive dynamics.  相似文献   

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Stock market reactions to a sample of customer service changes reported during 1981-91 were investigated. Customer service increases (decreases) were positively (negatively) valued. Stock market reactions varied depending on specific customer service actions and, therefore, on the four customer service objectives pursued.  相似文献   

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Strategy research explains why some firms outperform others, typically using profit rates, shareholder returns, and other continuous dependent variables. This paper investigates winning as the dependent variable, as measured by distributions of annual industry leadership in profits and returns to investors. This shift in dependent variable introduces alternative null models of competitive parity, including skew distributions derived from the natural sciences, and empirical distributions from nonbusiness domains such as chess, politics, sports, and beauty pageants. An empirical study of 20‐year leadership in U.S. industries shows that performance distributions in business follow statistical power laws resembling those in natural phenomena, and closely resemble distributions found in sports, politics, and other nonbusiness domains. The results support a presumption of persistent performance advantages in business, but show that business outcomes are indistinguishable from outcomes in the wider scientific and competitive landscape, and are amenable to explanation using relatively simple heuristics. The paper shows how the choice of null model shapes firm performance explanations, and explores the consequences of a more inclusive approach to null models in strategy research. Copyright © 2002 John Wiley & Sons, Ltd.  相似文献   

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Research summary : Employee mobility can erode competitive advantage by facilitating interfirm knowledge and relationship transfer. This study investigates the latter and identifies factors that influence the likelihood of its occurrence. Using a novel database that tracks the employment and client attachments of U.S. federal lobbyists, I show that repeated exchange with employees (firms) increases (decreases) the likelihood clients follow employees who switch firms. Structurally, multiplexity reduces the likelihood of client transfer and weakens the effect of employee–client repeated exchange, with the multiplexity effect strongest when team members have specialized expertise. By examining the main and interactive effects of repeated exchange, multiplexity, and specialized human capital, this study extends prior work by demonstrating how individual, organizational, and structural relationship characteristics affect client transfer and retention ex‐post employee mobility . Managerial summary : When do clients follow employees who switch firms? What can firms do to guard against it? These questions are important in service‐based industries where clients may become loyal to individual employees within the firm rather than to the firm itself. This study provides evidence that helps practicing managers: (a) identify which clients are most at risk of defecting if employees exit, and (b) structure relationships in ways that mitigate the likelihood that employee exit results in client loss. Findings suggest that a client is more likely to defect when she has extensive history working with the exiting employee, particularly if the employee was the sole link between the client and firm. Managers, however, can reduce the risk of client loss following employee exit by structuring relationships so that clients work with teams of employees rather than exclusively with an individual and by increasing the degree of specialization within these teams . Copyright © 2017 John Wiley & Sons, Ltd.  相似文献   

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This research examines how competitive attacks can best reduce the chances of retaliation. An expectancy–valence model is developed that views retaliation as a function of the subtlety of an attack: that is, its visibility, the difficulty rivals might have in responding to it in kind, and the importance or ‘centrality’ to rivals of the market under siege. Motivational theories suggest that all three of these independent variables need to be in place in order to elicit a response—or conversely, that low visibility, substantial response difficulty, or minimal centrality would each by itself be enough to prevent retaliation. This notion was not supported. Each one of the independent variables could serve as the ‘weak link of the chain,’ increasing the chances of retaliation. However, as predicted by expectancy theory, these variables selectively demonstrated some interactions that compound the threat of retaliation. In combination, high visibility and low levels of difficulty were especially likely to evoke responses from rivals. Finally, there appears to be a real incentive to avoid retaliation given its negative associations with performance.  相似文献   

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We explore the strategic implications of firm compensation dispersion on the heterogeneous turnover outcomes of employee mobility and entrepreneurship. We theorize that individuals' turnover decisions are affected by the interaction of individual performance with the firm's compensation dispersion relative to its competitors. We test our theory using linked employer-employee data from the legal services industry. We find that individuals with extreme high performance are less likely to leave firms that offer higher compensation dispersion than competitors, however, if they do leave these employers, they are more likely to create new ventures. In contrast, employees with extreme low performance are more likely to leave firms with more compensation dispersion than competitors, and these individuals are less likely to engage in new venture creation. Copyright © 2012 John Wiley & Sons, Ltd.  相似文献   

10.
    
Competitive advantage often rests on the skills and expertise of individuals who may leave for rival organizations. Although institutional factors like non‐compete regimes shape intra‐industry mobility patterns, far less is known about firm‐specific reputations built through patent enforcement. This study formally models and empirically tests how a firm's prior litigiousness over patents (i.e., its reputation for IP toughness) influences employee mobility. Based on inventor data from the U.S. semiconductor industry, we find that litigiousness not only diminishes the proclivity of inventive workers to “job hop” to others in the industry, it also shifts the distribution of talent released to the market. The study contributes new insights linking firm‐level reputations as tough legal enforcers to the “stay versus exit” calculus of knowledge workers. Copyright © 2014 John Wiley & Sons, Ltd.  相似文献   

11.
Research summary : Because employees can provide a firm with human capital advantages over competitors, firms invest considerably in employee recruiting and retention. Departing from the retention imperative of strategic human capital management, we propose that certain employee departures can enhance a firm's competitiveness in the labor market. Specifically, increased rates of career‐advancing departures by a firm's employees can signal to potential future employees that the firm offers a prestigious employment experience that enhances external mobility opportunities. Characterizing advancement based on subsequent employers and positions, we analyze data on U.S. law firm hiring and industry surveys of perceived firm status between 2004 and 2013. We find that increased rates of employee departures lead to increases in a firm's prestige when these departures are for promotions with high‐status competitors. Managerial summary : Firms often emphasize employee retention. Employee departures, especially as a result of being hired away by competitors, are often viewed as threats to a firm's competitive advantage. We propose, however, that employee retention need not be an unconditional strategic imperative. We argue that certain employee departures can enhance a firm's competitiveness in the market for human capital by signaling to potential employees that the firm offers a prestigious employment experience, which can help them obtain attractive positions with other employers. Analyzing data on U.S. law firm hiring and industry surveys of firm associates between 2004 and 2013, we find that increased rates of employee departures lead to increases in a firm's prestige when these departures are for promotions with high‐status competitors. Copyright © 2016 John Wiley & Sons, Ltd.  相似文献   

12.
现代企业标准化管理是企业参与市场竞争,提高企业核心竞争力的重要手段世界经济一体化和新经济的到来,将企业间的竞争演变为标准化实施与管理的竞争通过对标准化的理解,针对我国目前石油行业走出去战略,对具有特殊地位和性质的石油行业的标准化建设与管理提出了建议。  相似文献   

13.
    
A host of strategic management and marketing issues, including competitive analysis and strategic decision making, hinges on accurately identifying and representing competitive market structures. It is readily acknowledged that competitive market structures are typically asymmetric; namely, one firm may actively compete with another in a given market but not vice versa. However, empirical efforts to assess these competitive asymmetries have been lacking in the strategy literature. We propose a new spatial methodology to identify and represent asymmetric competitive market structures. Specifically, we devise a new stochastic multidimensional scaling procedure that is calibrated from actual consumer consideration/choice sets to estimate and uncover competitive asymmetries. The proposed methodology can be effectively employed in the analysis of appropriate data from either demand‐ or supply‐side approaches to assess competitive market structure. We illustrate our proposed methodology with survey data collected from two different commercial applications: one from the U.S. luxury automobile market and the other from the U.S. portable telephone market. We contrast the findings of the proposed methodology against traditional symmetric approaches for identifying and representing competitive market structures, and discuss the respective strategic insights. Copyright © 2005 John Wiley & Sons, Ltd.  相似文献   

14.
Research summary : Losing key employees to competitors allows an organization to engage in external boundary‐spanning activities. It may benefit the organization through access to external knowledge, but may also increase the risks of leaking knowledge to competitors. We propose that the destination of departed employees is a crucial contingency: benefits or risks only materialize when employees leave for competitors that differ from the focal organization along significant dimensions, such as country or status group. In the context of the global fashion industry, we find that key employees' moves to foreign competitors may increase (albeit at a diminishing rate) their former employers' creative performance. Furthermore, firms may suffer from losing key employees to higher‐ or same‐status competitors, but may benefit from losing them to lower‐status competitors. Managerial summary : Losing key employees to competitors can provide organizations with access to external knowledge, but increase risks of leaking knowledge to competitors. We find that an organization's access to external knowledge and its risks of knowledge leakage through employee mobility may be affected by whether its employees leave for competitors in a foreign country or in a different status group. In the context of the global fashion industry, we show that key employees' moves to foreign competitors increase (up to a point) their former employers' creative performance. Furthermore, firms may suffer from losing key employees to higher‐ or same‐status competitors, but benefit from losing them to lower‐status competitors. Hence, executives in creative industries and possibly beyond could welcome losing employees to competitors in foreign countries or to lower‐status competitors. Copyright © 2016 John Wiley & Sons, Ltd.  相似文献   

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16.
We theorize that the value provided by the firm's complementary assets has important implications for the exit decisions of employees and their subsequent effects on the firm's performance. Using linked employee‐employer data from the U.S. Census Bureau on legal services, we find that employees with higher earnings are less likely to leave relative to employees with lower earnings, but if they do, are more likely to create a new venture than join another firm. Employee entrepreneurship has a larger adverse impact on source firm performance than moves to established firms, even controlling for observable employee quality. Our findings suggest that in knowledge intensive settings, managers should focus on tailoring compensation packages to help minimize the adverse impact of employee entrepreneurship, particularly among high performing individuals. Copyright © 2011 John Wiley & Sons, Ltd.  相似文献   

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Drawing on the strategic employee group concept, this study empirically examines whether a firm's innovation strategy influences compensation systems for strategic employee groups in the high‐technology industry. We focus on compensation packages for R&D employees who play a critical role in successful implementations of innovation strategy. Using compensation data for middle‐level managers and professional employees from 237 firms in the high‐technology industry, we found that a firm's strategic intention to pursue innovation has a significant influence on the relative pay level, compensation time horizon, and stock option vesting period lengths of this strategic employee group. Copyright © 2006 John Wiley & Sons, Ltd.  相似文献   

19.
双边市场下大型零售商的竞争策略研究   总被引:11,自引:0,他引:11  
本文研究双边市场中大型零售商的竞争性策略,大型零售商为双边市场中的平台厂商。研究发现,大型零售商会在竞争初期采用优惠手段吸引大量消费者,以利用交叉网络外部性在市场竞争中占据优势;基于利润最大化的目的,大型零售商会对交叉网络外部性较大的一方,即消费者采取低价策略,而对交叉网络外部性较小的一方,即供应商采取高收费策略。大型零售商收取的通道费和制定的零售加价补偿了其部分服务成本,并进行了市场中外部性的重新分配。  相似文献   

20.
This paper elucidates the underlying economics of the resource-based view of competitive advantage and integrates existing perspectives into a parsimonious model of resources and firm performance. The essence of this model is that four conditions underlie sustained competitive advantage, all of which must be met. These include superior resources (heterogeneity within an industry), ex post limits to competition, imperfect resource mobility, and ex ante limits to competition. In the concluding section, applications of the model for both single business strategy and corporate strategy are discussed.  相似文献   

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