| 1. |
- Lissack, M, et al.
(författare)
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Be coherent, not visionary
- 2001
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Ingår i: Long range planning. - 0024-6301 .- 1873-1872. ; 34:1, s. 53-70
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Tidskriftsartikel (refereegranskat)abstract
- Many executives feel the need to articulate an ideal end-state for their organizations-often in the guise of a corporate vision. Striking the balance between novelty and believability of such an ideal end-state is often tricky, and empirical evidence shows that people are neither satisfied with the vision, nor the visioning process. This article argues that the very idea of having a corporate vision is of limited use in today's complex business landscapes. When you perceive your world as unstable and unpredictable what matters is being coherent rather than being visionary. Being coherent means acting in a manner that reinforces who you are, as an organization, given the current environment. It is such coherence that "makes sense" to us and to the others around us. The authors point out why executives need to replace visioning efforts with a focus on how to become and remain coherent throughout the organization. They also offer a few guiding principles on how to do this in practice. (C) 2001 Elsevier Science Ltd. All rights reserved.
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| 2. |
- Melin, Leif
(författare)
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Strategies in Managing Turnaround
- 1985
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Ingår i: Long range planning. - : Elsevier BV. - 0024-6301 .- 1873-1872. ; 18:1, s. 80-86
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Tidskriftsartikel (refereegranskat)
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| 3. |
- Roos, G., et al.
(författare)
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Measuring your company's intellectual performance
- 1997
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Ingår i: Long range planning. - 0024-6301 .- 1873-1872. ; 30:3, s. 413-426+325
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Tidskriftsartikel (refereegranskat)abstract
- It is individuals who own and control the knowledge of organizational members, the chief source of competitive advantage. Intangible assets often tell one more about the future earnings of the company than today's conventional measures. Until 1980, competitive advantage was based on understanding the competitive environment. Then came the "resource-based" perspective. It became apparent that knowledge was a, if not the, key to sustainable competitive advantage. This touched on invisible assets and core competencies. Strategic management has now in fact shifted from looking externally to the realization that "internal" resources are the tools which need to be exploited. Kaplan and Norton introduced the "Balanced Scorecard" techniques which Skandia used as the foundation for its measurement of intellectual capital. The issues that are involved include treating intellectual capital as the sum of the company's hidden assets which are the most important source of competitive advantage and visualizing intellectual capital systematically. The findings of a research study showed a welcome for the explicit recognition of what intellectual capital was all about as well as a categorization of intellectual capital as human, customer relationship, business processes, organizational and intellectual. Models were developed which resulted in a number of conclusions. Maturity, clear goals and explicit commitment are essential. The intellectual capital (IC) system should focus on long-term earning capability and must be based in corporate culture. A set of indicators needs to be provided for each IC category. The balance sheet approach to IC does not provide information on the move from one category to another ; it is only a snapshot. There appear to be three methods of deriving indicators. One is to develop those which are firmly based on the driving forces behind the vision. Second, they need to be grounded in the selected intellectual capital categories and third, they need to reflect the intercapital flows. There are many difficulties in dealing with indicators, such as selecting the right ones, prioritizing them and making sure they are precise. An IC model needs to be able to be applied to small and large firms, parts as well as the whole. To be viable, an IC system has to be aligned with existing managerial processes. The conclusions from this research need to be tested with a larger sample. This will allow the development of a dimension-free process model for managing intellectual performance and arriving at an index such as Return on Intellectual Capital (ROIC). © 1997 Elsevier Science Ltd. All rights reserved.
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| 4. |
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| 5. |
- Achtenhagen, Leona, 1969-, et al.
(författare)
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Dynamics of Business Models - Strategizing, Critical Capabilities and Activities for Sustained Value Creation
- 2013
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Ingår i: Long range planning. - : Elsevier BV. - 0024-6301 .- 1873-1872. ; 46:6, s. 427-442
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Tidskriftsartikel (refereegranskat)abstract
- Much progress has been made recently in developing the business model concept. However, one issue remains poorly understood, despite its importance for managers, policy makers, and academics alike, namely, how companies change and develop their business models to achieve sustained value creation. Companies which manage to create value over extended periods of time successfully shape, adapt and renew their business models to fuel such value creation. Drawing on findings from a research program on continuously growing firms, this paper identifies three critical capabilities, namely an orientation towards experimenting with and exploiting new business opportunities; a balanced use of resources; as well as achieving coherence between leadership, culture, and employee commitment, together shaping key strategizing actions. Moreover, we illustrate how each of these capabilities is supported by different sets of specific activities. Jointly, these three capabilities, their activities and the strategizing actions act as complementarities for value creation. We conclude the paper by suggesting implications for research and practitioners, providing a tool for managers which allows them to reflect on and identify critical issues relevant for changing and developing their business model to sustain value creation.
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| 6. |
- Achtenhagen, Leona, et al.
(författare)
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Patterns of dynamic growth in medium-sized companies : beyond the dichotomy of organic versus acquired growth
- 2017
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Ingår i: Long range planning. - : Elsevier. - 0024-6301 .- 1873-1872. ; 50:4, s. 457-471
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Tidskriftsartikel (refereegranskat)abstract
- Current research commonly investigates two different growth modes, organic growth and growth by acquisitions. Studies on acquisition-based growth typically draw on cross-sectional quantitative studies of large firms that treat all acquisitions the same. Our study takes a different approach, and explores different growth modes of a smaller sample of medium-sized companies drawing on a longitudinal, qualitative case-study design. This research design allows us to identify eight different growth modes that companies combine in unique ways over time. Thereby, we illustrate that patterns of dynamic growth in medium-sized firms are much more diverse and complex than commonly assumed.
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| 7. |
- Andersson, Ulf, et al.
(författare)
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The contribution of local environments to competence creation in multinational enterprises
- 2014
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Ingår i: Long range planning. - : Elsevier BV. - 0024-6301 .- 1873-1872. ; 47:1-2, s. 87-99
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Tidskriftsartikel (refereegranskat)abstract
- This paper examines the competence development of subsidiaries in multinational enterprises. We analyze how local subsidiary environments affect the development of technological and business competencies among other units in the multinational enterprise. We test our predictions using data from 2,107 foreign-owned subsidiaries located in seven European countries, by means of structural equation modeling - namely, LISREL. By bringing the local environment to the fore, we contribute to the literature on the emergence and determinants of firm-specific advantages. We link local subsidiary environments to the development of the competencies of other units in the multinational enterprise. The role of the multinational enterprise is characterized as integrative, as it may bridge local competencies and environments that are conducive to competence creation, and as it facilitates the use of resources residing locally throughout the organization. Thus, we contribute to an enhanced understanding of location as a determinant of the creation of units of competence and centers of excellence within multinational enterprises. In other words, we demonstrate that country-specific advantages are beneficial for competence creation in units other than the local subsidiary. We thereby link country-specific advantages to the creation of firm-specific advantages in the multinational enterprise - i.e., the multinational enterprise can build and augment firm-specific advantages by making the most of country-specific advantages.
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| 8. |
- Anokhin, Sergey, et al.
(författare)
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Corporate venturing deal syndication and innovation : the information exchange paradox
- 2011
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Ingår i: Long range planning. - : Elsevier BV. - 0024-6301 .- 1873-1872. ; 44:2, s. 134-151
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Tidskriftsartikel (refereegranskat)abstract
- Many incumbent corporations make equity investments in young technological start-ups to enhance their innovation effectiveness, and the great majority syndicate at least some of their investments with other incumbents. While syndication is generally held to benefit incumbent corporations, this study demonstrates that it may also be detrimental to corporate innovation, by elaborating the notion of an information exchange paradox - essentially, that information exchanges within CVC networks must, somehow, be both open and closed at the same time. Corporations must try to appropriate the knowledge championed by their investees and fellow-investors, but also protect their own know-how from leaking to competitors. Unlike prior CVC research, we demonstrate that knowledge sharing in open innovation forums may be counterproductive. Using a unique data set of the investment decisions made by 163 corporations over four years we show that, for some, participating in syndicate networks may involve losses that outweigh their gains. Our analysis establishes two key findings. First, corporations need to consider the trade-off between the number of ventures they support and the position they take in their syndication networks. The best strategies appear to be maximizing isolationist (supporting many ventures but staying away from the network centre) or minimizing centralist (supporting few ventures, but occupying a central network position) - the other two options (maximizing centralist and minimizing isolationist strategies) are far less effective in converting CVC investments into corporate innovation. Second, this picture is particularly applicable to highly concentrated industries dominated by several powerful incumbents: in fragmented industries these strategy differences are far less pronounced, so the choice of CVC syndication strategy will depend on other considerations. This supports a contingency view of syndication, implying that ensuring incumbent corporations really benefit from equity investments in start-ups is a not a trivial task for their managers
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| 9. |
- Bauer, Florian, et al.
(författare)
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Navigating challenging contexts : Costs and benefits of codified acquisition experience
- 2021
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Ingår i: Long range planning. - : Elsevier BV. - 0024-6301 .- 1873-1872. ; 54:6
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Tidskriftsartikel (refereegranskat)abstract
- Despite its intuitive appeal, acquisition experience has not shown a clear benefit to acquirers, and we argue the applicability of acquisition experience depends on goals and context. Using survey data, we consider the effects of applying codified experience for two common acquisition goals involving knowledge transfer and market expansion. Our findings reveal a 'double-edged sword' effect, where on one hand, codification mitigates negative effects of industry rivalry on knowledge transfer. However, on the other hand, codification amplifies negative effects of industry rivalry on market expansion and internal turmoil on knowledge transfer. Beyond demonstrating the importance of goals and context contingencies for determining acquisition experience effect, our results reconcile conflicting research findings to identify when codified experience is beneficial in acquisitions.
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| 10. |
- Bengtsson, Maria, 1959-, et al.
(författare)
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Looking different vs thinking differently : Impact of TMT diversity on coopetition capability
- 2020
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Ingår i: Long range planning. - : Elsevier. - 0024-6301 .- 1873-1872. ; 53:1
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Tidskriftsartikel (refereegranskat)abstract
- In this study, we focus on the micro-foundations of coopetition capability and ask: "where does coopetition capability come from?" Drawing upon social psychology and cognitive theories, we seek to offer insights into the micro-foundations of coopetition capability by focusing on the role of top management team (TMT) diversity. We suggest that TMT diversity emerges from two distinct attributes of the team members: surface-level (e.g., age, gender, nationality) and deep-level (e.g., knowledge and experience). We argue that TMT diversity based on surface-level attributes contributes negatively while TMT diversity based on deep-level attributes contributes positively to coopetition capability. We test our hypotheses using a novel dataset that combines primary data and employee level secondary data of a sample of 315 Swedish firms. Results provide broad support for our hypotheses. We discuss the implications of our findings and key limitations of our study.
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