Search results

The purpose of this paper is to consider the linkages between two theories of firm performance, aspiration theory and the resource-based view (RBV), possible ways in which these theories may interact, and how the culture from which the firm originated can be a factor in how the firm may react to Schumpeterian shock issues suggested in RBV of the firm.

This paper takes a theoretical approach.

Firms generally look to firms sharing their own cultural backgrounds when selecting similar others. However when the environment is no longer beneficial to firms sharing these goals and objectives, the focal firm may consider firms from other cultural backgrounds when forming aspiration levels.

Empirical studies would be necessary to verify these finding: do firms show a preference to firms from their own cultural backgrounds when choosing firms to serve as reference groups for goals and objectives? Would Schumpeterian Shocks cause firms to seek other firms outside of their own culture to set new goals and objectives?

Firms should be aware of their own possible biases when deciding which firms to base its goals and objectives on, and widen the cultural scope of their competitive views to include firms from other cultural backgrounds, diversifying their repertoire of strategies and improving the survivability of the organization.

The combination of different managerial theories is not common in management literature, and the author was unable to find an article combining the RBV, Aspiration Theory and cultural theories. If management theories are valid, then it is important to understand the relationships between these theories.

The purpose of this paper is to examine the link between Joseph Schumpeter’s economics and the rise of General Motors (GM).

The paper uses regression analysis and time series analysis of market synchronization.

There is a strong link between GM rise to dominance of the domestic automobile industry and nuanced features of Schumpeterian economics.

The paper furthers the examination of the role of information economics on marketing channel performance.

Information helps in production decisions by synchronizing production with consumer demand.

Economic efficiency enhances the human welfare for better forecasting, lower inventories and greater profits.

This topic has been explored before but methodology used in this paper is innovative. The paper uses Granger causality.

“To win without fighting” is perhaps the supreme ideal in strategic management. This article coalesces extant strategy literature under the overarching theme of “to win without fighting” as a style of strategy. It draws on managerial wisdom gained from the structural approach, the resource‐based view of the firm, the Schumpeterian perspective, and the commitment approach to strategy. From, respectively, both the challenger’s and the leader’s perspectives, it presents the necessary contextual conditions and the actual mechanisms through which “to win without fighting” could be practiced. Potential pitfalls of this style of strategy and its relationship with “to win by fighting” strategy are also addressed so as to put it into the larger perspective of strategic management practice.

This paper specifies how to construct and validate an instrument based on multi‐item scales for the cataloguing and measurement of managerial and organizational capabilities on the basis of management perceptions. The construction and reduction of the scales have been reinforced by the Delphi and retesting techniques. The use of this methodology was illustrated in a sample of Spanish industrial firms. The paper enhances the value of the instruments for a resource‐based view with regard to the faithful and rigorous measurement of its key concept, distinctive competences. The scales created provide consistent empirical evidence to remove doubts surrounding managerial self‐evaluation, including those arising from problems of self‐esteem and reinforcement effects. In addition, the paper provides empirical evidence to support the predictive ability of distinctive competences on current and long‐term performance variability.

The purpose of this paper is to begin to explore the strategic priorities of unicorn ventures as pursuers of market disruption. This study approaches this task by drawing on the positive deviance concept for studying outliers with the intent of understanding the strategic priorities of these ventures.

This is a comparison study of the priorities of 75 unicorn ventures, 37 early-stage ventures and 45 Fortune 500 organizations. The authors use computer-aided text analysis to conduct within-sample and between-sample means comparison tests of 12,487 newswires from 2022.

Where early-stage ventures emphasize their mission, and Fortune 500 companies emphasize financial results, unicorn ventures, occupy the middle of the spectrum, balancing their priorities between pursuing market disruption and achieving financial results. These high-growth outliers indicate their priorities by using significantly less positive tone, affective and prosocial language, and focusing less on corporate social responsibility initiatives, compared to early-stage ventures (and using more of this language compared to Fortune 500 ventures). An additional finding emphasizes that public Fortune 500 companies focus significantly more on money than their topic of interest.

This work has implications for understanding the strategic priorities of entrepreneurial ventures in different development stages. The results suggest that unicorn ventures actively work to balance their startup mission, which allows them to experience high-growth and achieve market disruption, with the financial demands of venture capital investors. This novel conclusion demonstrates the value of using positively deviant outlier cases, such as unicorn ventures, as a viable sample for studying market disruption.

The purpose of this paper is to provide an in‐depth appraisal of the internal drivers motivating firms to select cooperative internationalization processes.

Building on the resource‐based view, and using a sample of 401 Spanish firms, the authors examine the direct and indirect effects of ability to internationalize on propensity for cooperative internationalization.

Capabilities are a positive predictor of propensity for cooperative internationalization, though this relationship is mediated by the adoption of a differentiating competitive strategy. In contrast, the propensity for international growth through alliances decreases as the firm's degree of involvement abroad increases.

Firms that aim for international expansion should accumulate internationally transferable capabilities. Managers should reflect on the best ways to grow in foreign markets considering the maturity of the firm's internationalization process. Managers must assess whether the costs of searching for cooperative internationalization opportunities are worth paying.

The accumulation of internationally transferable capabilities does not alone determine a firm's international growth through cooperative internationalization; a strategy of competitive differentiation also plays a role. Moreover, the learning process of international growth reduces firms' need to cooperate.

The paper aims to describe the behind-the-scenes strategy and processes that fund managers use to make investment decisions.

The research involved semi-structured, face-to-face interviews with 34 fund managers in Istanbul, London, Melbourne and New York during 2012. Results describe their approach, and tie it back to theoretical explanations.

Large investors make limited use of neoclassical finance theory. They believe that securities markets trend over the short term, mean revert over the long term, and have upward sloping demand curves. They rely on qualitative techniques, think of security prices rather than returns, acknowledge constraints by their employer and clients, are heavily socialised and see no limitation from using similar approaches to competitors.

This is the first interview-based evaluation of global manager techniques since the market crash after 2008, and provides an innovative depiction of actual processes followed by institutional investors.