Implementing a Low‐End Disruption Strategy Through Multiproject Lineage Management: The Logan Case

This paper analyzes how multiproject management can build up and develop a low‐end disruptive strategy. It is based on a deep longitudinal analysis of a case within the automotive industry, namely, the Logan case developed by the Renault group. The results bring new insights into both the multiproject management and innovation strategy fields. On the project organizing side, it characterizes the complex and in some way ambiguous relations between the firm governance and the pilot project initiating the disruptive strategy. The case also formalizes project‐lineage management as a way to expand the initial move into a diversified range of products and a multi‐continent deployment, while keeping the key specificities of the pilot project. On the innovation strategy side, it demonstrates how disruptive strategy and organizational ambidexterity research fields can benefit from input from the project organizing domain.     

Does size matter for port coopetition strategy? Concept,motivation and implication

Coopetition is one of the emerging strategies for ports to react towards the rapidly changing market environment. Having this strategy in action, ports will simultaneously compete and cooperate to achieve commonly interesting goals among players involved. Several ports in the Hamburg–Le Havre range have already decided to use such coopetitive strategies. The literature, however, shows that there exist a number of case-specific motivations for having employed this strategy. The aim of this paper is to investigate the motivations for the ports of Flanders (Antwerp, Zeebrugge, Ghent and Ostend) to choose coopetition. These four Flemish ports recently agreed to collaborate after several years of negotiations. It was known that the large port of Antwerp was more reluctant to collaborate with the smaller ports: Zeebrugge, Ghent and Ostend. This fact does naturally lead us to consider whether the size of port is a factor having an impact on the coopetitive strategy. The current paper attempts to examine the possible impact of size difference on the motivations for ports to opt for coopetition, within a framework of coopetition motivations based on a literature review. From a qualitative analysis on the matter, the paper concludes that size is not an important factor for the motivations to establish coopetition since ports are mainly aimed at achieving a win–win situation. Other factors, such as similarities in the services offered and competition level, look more influential. Nevertheless, the size difference among the ports seems to have an impact on the choice of the type of coopetition and on the willingness of the ports to adopt this strategy. Finally, the paper indicates that it is beneficial for all the ports to investigate the use of coopetition as a way of expanding the network of logistics services.     

Regional growth and unemployment in the medium run: asymmetric cointegrated Okun’s Law for UK regions

This article tests for the presence of a medium-run asymmetric Okun’s Law relationship between regional output and regional unemployment rate in UK regions. The test is performed with a panel data version of the hidden cointegration technique suggested by Granger and Yoon. A novelty of the article is to combine the method of hidden cointegration with a panel data method of removing cross-sectional dependence. The medium-run Okun relationship for regions in the UK appears to confirm results found elsewhere in the literature on countries as a whole, although the coefficients tend to be smaller.     

Investigating heterogeneity in European fiscal behaviours

The aim of this paper is to analyse the heterogeneity in fiscal behaviours in the euro zone. The fiscal behaviours are analysed according to a new specification in which the cyclically adjusted primary balance reacts to the change in the output gap, the public debt ratio, the inflation rate and the interest rate. Our study covers 12 countries in the euro zone during 1999–2010 using annual data from the AMECO database. We use the quantile regression methodology to test the fiscal rule. Our findings show the persistence in fiscal behaviour and counter‐cyclical fiscal policy. The results also show that fiscal responses differ according to the chosen quantile. In particular, a high fiscal indicator is associated with a debt‐stabilisation motive and concern about inflation. A shock analysis indicates how the fiscal dispersion could be changed according to the nature of the shock. The results of this paper are useful for understanding fiscal coordination and for improving the European fiscal framework.     

Extrinsic Rewards,Intrinsic Motivation,and New Product Development Performance

Reward structures can have a significant impact on the performance of new product development (NPD) teams. However, there are several gaps in our understanding of how different types of extrinsic rewards influence the creative performance of NPD teams. Drawing on key theoretical objectives for advancing rewards-creativity research in general, and NPD research in particular, this study incorporates a cognitive and behavioral view of rewards use. In so doing, we distinguish between three kinds of extrinsic rewards: financial, recognition, and social (based on their properties). We then draw upon self-determination theory to hypothesize the differential effects of three types of extrinsic rewards on intrinsic task motivation, and subsequently the creative performance of NPD teams. The proposed framework is tested using two rounds of survey data from 238 members of 64 NPD teams in the high-tech industry. Results of a multilevel structural equation modeling (MLSEM) analysis show that financial rewards have a negative relationship with intrinsic task motivation, while recognition and social rewards have a positive influence. Complexity of the product being developed not only helps to mitigate the negative effects of financial rewards on intrinsic task motivation, but it also reduces the positive effects of social rewards on intrinsic task motivation. Intrinsic task motivation is found to have a positive effect on NPD creative performance in terms of both the developed product’s degree of innovation and its quality. Theoretical and managerial implications are explored.