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231.
Business Groups: An Integrated Model to Focus Future Research 总被引:4,自引:0,他引:4
Daphne W. Yiu Yuan Lu Garry D. Bruton Robert E. Hoskisson 《Journal of Management Studies》2007,44(8):1551-1579
abstract Business groups are the primary form of managing large business organizations outside North America. This paper provides a systematic and integrative framework for understanding business groups. We argue that existing theoretical perspectives of business groups pay attention to four critical external contexts, each of which draws from a specific theoretical perspective: market conditions (transaction cost theory), social relationships (relational perspective), political factors (political economy perspective), and external monitoring mechanisms (agency theory). Business groups adapt to these external forces by deploying various internal mechanisms along two key dimensions: one focuses on the distinctive roles of the group affiliates (horizontal connectedness) and the other focuses on coupling and order between the parent firm and its affiliates (vertical linkages). Based on these two dimensions, a typology of business group forms is developed: network (N-form), club (C-form), holding (H-form), and multidivisional (M-form). Utilizing this model we provide research questions which facilitate an improved future research agenda. 相似文献
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Stephen J. Carson Robert D. Jewell Christopher Joiner 《Journal of the Academy of Marketing Science》2007,35(2):172-183
Prior empirical research suggests that consumers perceive pioneers as more prototypical (i.e., representative) of their product
categories than me-too followers. This prototypicality advantage is believed to contribute to an enduring marketplace advantage
for the pioneer. We extend research into pioneering prototypicality advantages by considering the ramifications of simultaneous
product design (i.e., product attribute) evolutions. We hypothesize that the simultaneous evolution of product designs of
both the pioneer and me-too will diminish the pioneer’s prototypicality advantage over the me-too, even though the me-too
does not initiate the change. To test our hypotheses, we create an experimental environment consisting of four cells, each
corresponding to a different marketplace scenario: a no-change condition; a simultaneous-evolution condition; a pioneer-updates-first
condition; and a leapfrogging (i.e., me-too updates first) condition. The results suggest that simultaneous design evolutions
can diminish the pioneer’s prototypicality advantage. As a result, me-too entry may be a more attractive strategy in the long-run
than currently believed in product categories characterized by substantial design evolution.
相似文献
Christopher JoinerEmail: |
238.
Soonhong Min John T. Mentzer Robert T. Ladd 《Journal of the Academy of Marketing Science》2007,35(4):507-522
Despite the logical association between market orientation (MO) and the supply chain management concepts of supply chain orientation
(SCO) and supply chain management (SCM), and the potential mediating role of SCO and SCM in the MO-firm business performance
(PERF) relationship, there have been few, if any, attempts to investigate MO in a supply chain context. Thus, this study tests
the relationships between MO, SCO, SCM, and PERF. Results indicate MO has a strong, positive impact on SCO and SCM. Interestingly,
SCO was found to have the largest direct influence on PERF, followed by MO, followed by SCM. Managers should realize that
SCO is critical to fulfilling customer requirements, i.e., a firm’s efforts to work with supply chain partners will not pay
off if the firm is not supply chain-oriented. Although overshadowed by SCO, MO is still a foundation for managing the supply
chain and has a positive impact on PERF. Equally important, the fact that the contribution of SCM to firm performance is overshadowed
by MO and SCO does not mean SCM is irrelevant in corporate strategy. Managerial and future research implications of these
findings are discussed.
相似文献
Robert T. LaddEmail: |
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Evangelia Katsikea Marios Theodosiou Robert E. Morgan 《Journal of the Academy of Marketing Science》2007,35(2):270-283
The authors extend sales management theory by considering the role of export sales management in small- and medium-sized firms,
and they develop an integrated model of export sales organization effectiveness. Specifically, the authors test 16 hypotheses
that examine the relationships among export sales management control, export territory, psychic distance, export sales performance,
and export sales organization effectiveness. Using a mail-survey approach, data were collected from U.K.-based export sales
managers in 146 direct exporters of industrial products. Though certain anomalies are observed, the research findings support
many of the hypothesized associations, confirming the robustness of existing sales management concepts and theories in an
export-marketing context.
相似文献
Robert E. MorganEmail: |
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