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1 – 10 of 149Sarah Browne, Pamela Sharkey Scott, Vincent Mangematin and Patrick Gibbons
The purpose of this paper is to provide guidelines for practitioners for developing creative strategies and new business models.
Abstract
Purpose
The purpose of this paper is to provide guidelines for practitioners for developing creative strategies and new business models.
Design/Methodology/Approach
This paper reviews more than 150 interviews with CEOs, directors and business unit heads from across functional areas over the past decade, and captures best practices in strategy development and business modelling.
Findings
Findings of this study were combined with a review of relevant research papers from leading academic and practitioner journals to identify three critical management practices: challenging mental models, looking beyond logic and encouraging openness for new ideas, which enable organizations to develop creative strategies for building better business models.
Originality/Value
This paper demonstrates how these three practices combined can serve as a much needed tool for creative strategy design and development, particularly for established companies, when confronted with new forms of competition.
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Jennifer Barry, Christine Monahan, Sharon Ferguson, Kelley Lee, Ruth Kelly, Mark Monahan, Rebecca Murphy, Patrick Gibbons and Agnes Higgins
The purpose of this paper is to provide first-hand reflective narratives from participants of their involvement in the overall process, with particular reference to the benefits…
Abstract
Purpose
The purpose of this paper is to provide first-hand reflective narratives from participants of their involvement in the overall process, with particular reference to the benefits and challenges of engagement.
Design/methodology/approach
Five participants agreed to write a reflective piece of approximately 500 words on their involvement in the PhotoVoice project.
Findings
The reflective narratives in this paper demonstrate the personal and professional benefits of sustained and meaningful engagement, while challenges such as power imbalances, identity management, time and cost commitments are discussed.
Practical implications
PhotoVoice is a methodology that has the potential to democratise knowledge production and dissemination.
Originality/value
There are scant examples in the PhotoVoice literature of the inclusion of participants involvement in dissemination activities. The reflective narratives in this paper demonstrate the personal and professional benefits of sustained and meaningful engagement, while challenges such as power imbalances, identity management, time and cost commitments are discussed.
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Ruifang Wang and Patrick Gibbons
It is increasingly recognised that managers play a central role in organisational ambidexterity. While some scholars have recently begun to explain the nature and antecedents of…
Abstract
Purpose
It is increasingly recognised that managers play a central role in organisational ambidexterity. While some scholars have recently begun to explain the nature and antecedents of ambidextrous behaviour among managers, much remains to be learned about the micro-foundations of this behaviour. Adopting a people–situation interaction approach, this paper investigates the antecedents to managerial ambidexterity from both situational and individual difference considerations.
Design/methodology/approach
This study adopts a quantitative approach using a combination of survey and archival data from 305 managers.
Findings
The results indicate that learning goal orientation is positively related with managerial ambidexterity, whereas there is no significant relationship between functional experience breadth and managerial ambidexterity. In testing moderation effects, discretionary slack is found to positively moderate the association between learning goal orientation and ambidexterity and between functional experiences and ambidexterity.
Practical implications
This paper provides suggestions on employees selection and training, along with organisational support, in enacting managerial ambidexterity.
Originality/value
Guided by individual difference theory, this paper adds value to one’s understanding of the antecedents to managerial ambidexterity. It contributes to the ambidexterity literature from the micro-foundation perspective.
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John E. Prescott and Patrick T. Gibbons
How many companies are truly prepared for the increased competitive threats they will face in this decade? The authors suggest that firms assess the type of internal information…
Abstract
How many companies are truly prepared for the increased competitive threats they will face in this decade? The authors suggest that firms assess the type of internal information infrastructure that makes most sense for their competitive intelligence efforts.
Pamela Sharkey Scott and Patrick T. Gibbons
This paper aims to enhance the understanding of how subsidiary CEOs can move their unit's activities up the value chain and reduce the risk of subsidiary closure and relocation of…
Abstract
Purpose
This paper aims to enhance the understanding of how subsidiary CEOs can move their unit's activities up the value chain and reduce the risk of subsidiary closure and relocation of its activities.
Design/methodology/approach
The entire population of over 1,100 subsidiaries of multinational corporations (MNCs) located in Ireland were sampled for this study, representing a diversified pool in terms of foreign ownership. Respondents were largely subsidiary CEOs. In addition, 24 subsidiary CEOs/directors from a cross section of eight subsidiaries were interviewed.
Findings
CEOs/directors are taking active steps to enhance their subsidiary's role within the MNC and to move their activities up the value chain. These include positioning to extend subsidiary autonomy, building information networks, creating a climate for entrepreneurship and promoting strategy development processes.
Research limitations/implications
Results from the survey are subject to the standard limitations and a larger pool of interviewees may have strengthened the findings.
Practical implications
Little practical guidance is available to subsidiary CEOs on how they can reduce their subsidiary's relocation risk. This paper addresses this gap and provides a stimulus to CEOs to be proactive in managing their subsidiary's ability to recognize and exploit opportunities to enhance subsidiary contribution and position within their MNC.
Originality/value
While other papers have focused on how subsidiaries can generate initiatives or promote entrepreneurship, the unique contribution of this paper is the identification of strategies CEOs can adopt to enhance their subsidiary's ability to respond to opportunities and position for survival and growth within their MNC.
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Pamela Scott and Patrick T. Gibbons
Subsidiary units have traditionally feared relocation of their activities to lower‐cost locations. The authors identify other emerging threats which are changing how multinational…
Abstract
Purpose
Subsidiary units have traditionally feared relocation of their activities to lower‐cost locations. The authors identify other emerging threats which are changing how multinational corporations (MNCs) manage their subsidiary units, and develop a cycle of subsidiary decline demonstrating how these threats can undermine a subsidiary's position within the MNC.
Design/methodology/approach
The paper presents the results of a survey targeted at over 1,100 subsidiary CEOs of MNCs located in Ireland, a program of in‐depth interviews of 24 subsidiary CEOs/directors, and a review of the literature relating to MNC and subsidiary management, are combined to identify emerging threats to subsidiary activities.
Findings
The main threats to subsidiaries' efforts to enhance their role within the MNC comprise: erosion of barriers to trade; growing complexities in corporate governance; and increasingly sophisticated information and communication technology (ICT) capabilities. These threats are enabling the disaggregation of value chains and increased headquarters monitoring and control. This shift in how subsidiaries are managed is leading to a cycle of subsidiary decline.
Research limitations/implications
the results from the survey are subject to the standard limitations and a larger pool of interviewees may have reinforced the qualitative findings.
Practical implications
To increase subsidiary managers' awareness of the need for a strategic response, the authors develop a cycle of subsidiary decline which illustrates how these emerging threats combine to undermine a subsidiary's position within the MNC. Disaggregating value chains and tighter headquarters control can reduce subsidiary bargaining power constraining its abilities to challenge for resources, in turn restraining its combinative capabilities and leading to a decline in its position and contribution to the MNC.
Originality/value
This paper is the first to build a framework illustrating how emerging threats in the external environment may impact the ability of subsidiary units to maintain and develop their position within the MNC.
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Lai Hong Chung, Patrick T. Gibbons and Herbert P. Schoch
This study examines the control issues related to three major flows among MNC subsidiaries: knowledge flows, product flows and capital flows. It also investigates the relationship…
Abstract
This study examines the control issues related to three major flows among MNC subsidiaries: knowledge flows, product flows and capital flows. It also investigates the relationship between the strategic management style of headquarters and the control approaches employed. The results show the dominance of output control, even in situations where researchers have argued that they should not be relied upon. The study also found that as knowledge flow increases, reliance on financial control decreases and reliance on socialisation control increases. Consistent with other studies, the dominant management style is the strategic control style, while the least popular is the financial control style. The paper calls for using alternative theoretical lenses, such as institutional theory, to provide additional insights not available through the contingency lens.
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This study examines the historical return behavior surrounding foreseeable or expected special closings of the New York Stock Exchange. Pre and Post special closing return…
Abstract
This study examines the historical return behavior surrounding foreseeable or expected special closings of the New York Stock Exchange. Pre and Post special closing return behavior supports no existing hypothesis, but instead clearly demonstrates a new pre and post special closing effect similar to the pre and post holiday effect found by Ariel (1990, 1987).
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Established organizations become stuck sticking to the old ways, the business model that brought the initial success. When these organizations struggle, they need to look to uncertainty, and embrace the mantra of a start-up to help regain a competitive advantage.
Originality/value
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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