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This paper introduces the volume on Resource Redeployment and Corporate Strategy, which is devoted to exploring a relatively new justification for how multi-business firms create value – having flexibility to internally redistribute non-financial resources across their businesses. We clarify how a theory around resource flexibility differs from other theories of how multi-business firms create value. We then synthesize the collection of papers in this volume and describe how they contribute to this line of inquiry. Finally, we offer our own views on opportunities for elaboration of this theory.

This paper addresses resource redeployment in ecosystems. Prior research examines the value of resource redeployment across product markets in multi-business firms. In contrast, resource redeployment across ecosystems is an important corporate strategy employed by both single- and multi-business ecosystem firms that has received little attention. To address this gap, we present a case study of resource redeployment by an entrepreneurial firm in the US residential solar industry. We propose that the value creation mechanisms (i.e., improving capabilities, bottleneck relief) are fundamentally different when resources are redeployed in ecosystems. We identify “consumption-side” interdependence of components and “production-side” resource relatedness as playing critical roles in both types of value creation and propose conditions under which resource redeployment is most valuable. Overall, we contribute insights into the literatures on resource redeployment and strategy in business ecosystems.

Firms pursue a number of redeployment strategies in order to achieve growth and create value for their stakeholders. While the majority of previous research focuses on how firms create synergic value by sharing resources across multiple business units, we lack a systematic analysis of the determinants of different redeployment strategies. In this paper, we develop a theoretical framework that allows us to systematically investigate how intrinsic resource characteristics affect resource redeployment strategies. Our framework identifies four critical characteristics of resources, that is, fungibility, scale-free nature, decomposability, and tradability. We develop a number of predictions that provide guidance for researchers to identify the optimal resource redeployment strategy appropriate for resources with a certain set of characteristics.

Although scholars in strategic management have identified innovating and exit as firms’ two sequential strategic responses to long-run crisis, the potential interdependency has yet remained implicit. Specifically, in the context of Chinese Privately Owned Enterprises (POEs), this study investigates the interrelationship of these two strategic responses during long-run crisis. Building on resource redeployment perspective, the authors propose that firms tend to simultaneously leverage innovating and exit responses.

The authors use the data from the 2010 Chinese POEs survey to verify how firms in the long-term crisis made strategic responses after the 2008 financial crisis. Besides, the authors utilize Probit regressions as the basic analysis and further employ bivariate Probit regressions to conduct robustness tests.

This study provides empirical evidence confirming that firms in the long-run period of the crisis tend to adopt both exit and innovating strategies at the same time, that is, the strategy of resource redeployment. Moreover, this study further finds that government subsidies, the degree of marketization and firm’s organizational capability could all accentuate the decision-making of firms’ resource redeployment.

The authors thus contribute to the study of strategic responses to crisis in strategic management by dynamically find out the interdependency of two responses and enrich the research on resource redeployment perspective by identifying three influential positive antecedents, adding to the ongoing investigation on positive drivers of resource redeployment.

Courts and tribunals seem to have little knowledge about what factors make re-employment practicable. This paper aims to demonstrate that the re-employment/redeployment of whistleblowers may well be “successful” in a wide range of circumstances.

Interviewees were identified via a direct call to organisations involved in advising or representing whistleblowers. Covid restrictions at the time (March–April 2021) prevented case study interviews being conducted in person, so Zoom interviews were carried out.

The “success” of re-employment/ redeployment was associated with the following factors: the individual returned to the same job with a different boss or at a different location; the concern raised was dealt with; there had been judicial involvement by way of mediation and/or adjudication; that lawyers were used as representatives; that most returnees were not financially worse off; that the individual had the support of family, friends and colleagues and were willing to get the press or other media involved.

As the findings are based on 11 interviews arising from snowball sampling, it goes without saying that they cannot be considered representative, and more extensive research is needed to check their validity. It should also be noted that the positive views expressed about re-employment/redeployment may reflect the fact that those who had more negative experiences of returning to work were less likely to volunteer to be interviewed. The author believes that this research demonstrates that a phenomenological approach can provide important insights into the highly complex nature of both retaliation for whistleblowing and any re-employment/ redeployment that ensures.

That factors could be identified, which might be associated with “successful” re-employment/ redeployment, has implications for both legal and human resource practitioners and perhaps for a wider society that believes those who suffer a wrong should have a say in the remedy that they are afforded.

To the author’s knowledge, almost no research has been carried out into the experiences of whistleblowers who have been reemployed/redeployed following retaliation for raising concerns.

This study aims to examine the country‐of‐origin's impact on consumer purchase behavior post‐acquisition, especially when the acquirer‐dominant business is afflicted by a low country‐of‐origin image and the acquired business enjoys a high country‐of‐origin image. This study also aims to examine brand redeployment strategy impacts on consumer purchase intentions.

Data are collected from an online questionnaire in Taiwan. A total of 325 usable questionnaires are returned. Data analysis is conducted using regress analysis and ANOVA.

These results indicate that general country attributes and general product attributes have a positive effect on purchase intentions. In addition, general product attributes play a mediating role between general country attributes and purchase intentions. These results further show that target‐dominant redeployment strategy is the most powerful to purchase intentions. A company which wants to use M&A to increase market share must seriously consider general country attributes, general product attributes and brand redeployment strategy because these three constructs affect purchase intentions, and consequently maintain consumer loyalty and attract new customers.

There were seldom studies which investigated country‐of‐image effect and M&A from marketing perspective. The major contributions of the study were investigating consumers' perception of the effects on country‐of‐origin image and the redeployment strategy on an acquired brand.

Strategy research has long understood that reconfiguration of the scope of the activities a firm engages in over time is critical to its long-run success, while under-emphasizing differences in redeployment strategy that underlie apparently similar scope and changes in scope. In this paper, we build on the idea that a firm’s number of activities (scope) and change in activities (turnover) arise from two fundamental rates of redeployment: the rate at which activities are added and the rate at which activities are subtracted. In net, the turnover rate reflects how actively a firm reconfigures its resource base by redeploying resources via addition and subtraction of activities. We develop a model that links addition and subtraction with the composition of a firm’s activities and then provide an empirical illustration using data from the U.S. Patents and Trademarks Office. As an example of one extension, the model can be generalized to incorporate elements of absorptive capacity. The analysis contributes to our understanding of how firms reconfigure their activities and provide managers with a clearer understanding of tools that guide redeployment of existing resources.

Firms in mature or declining industries are faced with the challenge of redeploying their excess resources to new applications, and M&A strategies can be an important component of this effort. I consider two ways in which excess resources are applied to more attractive business opportunities through M&A, and I analyze these strategies through the lenses of industrial organization economics, resource-based view, evolutionary perspective and agency theory. In the redeployment strategy, firms seek attractive opportunities in related industries, using acquisitions to fill any resource deficiencies. In the consolidation strategy, firms combine with their competitors within the same industry. The resulting larger pool of resources provides greater opportunities for disposing off their under-utilized resources through the market, while enhancing their profitability. Either way, excess resources can find new applications, within the firm in the former strategy and through the market in the latter. I also discuss some implications for future research and practice.

This research examines consumer assessments of brand value derived from the redeployment of brand-related assets following a crossborder acquisition (CBA). The current study synthesizes research on international marketing standardization/adaptation to the context of crossborder horizontal acquisitions as the market entry strategy to investigate consumer evaluations of the postacquisition choice of brand name and brand positioning.

A pretest and two studies were conducted in Taiwan to empirically examine effects from the theory-driven model of product legitimacy (PL) on an entity's postacquisition brand value, as well as any moderating effects of consumer localism.

Postacquisition brands were evaluated more positively when positioned in a manner that was in accordance with perceived PL. Consumer localism as another contingency factor reflected consumers' favorable attitude toward marketing adaptation following CBAs.

This article is a pioneering work to draw on the consumer perspective to investigate asset redeployments between the acquirer and target following a crossborder horizontal acquisition. Specifically, this research introduces PL as a contingency factor to examine consumers' evaluation of brand value, which is derived from the redeployment of brand name and brand positioning in the context of a developed-country firm's acquisition of an advanced emerging-market firm for entry into the market.

The aim of the paper is to demonstrate and explain the importance of redeployment as a HRM policy. The literature and empirical work on labour flexibility identifies three types of labour flexibility. The principal writers associated with this approach claim that the numerical/functional/financial distinction is one which explains virtually all the important dimensions of innovation in manpower management in Britain in recent years. (Atkinson 1985(b), p. 26). This paper will suggest that there is a fourth type of labour flexibility, that is redeployment which is defined as spatial or geographical flexibility or flexibility of place. Redeployment is ignored in the HRM and labour flexibility literature, but the empirical results reported in this paper suggest that it is both widespread and seen by many managers as an essential link between their HRM policies and their competitive strategies.