Search results
1 – 10 of over 16000Helena Heizmann and Michael R. Olsson
The purpose of this paper is to engage knowledge management (KM) researchers and practitioners with Foucault’s power/knowledge lens as a way of thinking about and recognising the…
Abstract
Purpose
The purpose of this paper is to engage knowledge management (KM) researchers and practitioners with Foucault’s power/knowledge lens as a way of thinking about and recognising the central role of power in organisational knowledge cultures.
Design/methodology/approach
The empirical illustrations in this paper are drawn from two qualitative studies in different professional and institutional contexts (insurance and theatre work). Both studies used in-depth interviews and discourse analysis as their principal methods of data collection and analysis.
Findings
The empirical examples illustrate how practitioners operate within complex power/knowledge relations that shape their practices of knowledge sharing, generation and use. The findings show how an application of the power/knowledge lens renders visible both the constraining and productive force of power in KM.
Research limitations/implications
Researchers may apply the conceptual tools presented here in a wider variety of institutional and professional contexts to examine the complex and multifaceted role of power in a more in-depth way.
Practical implications
KM professionals will benefit from an understanding of organisational power/knowledge relations when seeking to promote transformational changes in their organisations and build acceptance for KM initiatives.
Originality/value
This paper addresses a gap in the literature around theoretical and empirical discussions of power as well as offering an alternative to prevailing resource-based views of power in KM.
Details
Keywords
John S. Pearlstein and Robert D. Hamilton
The theory presented suggests that underwriters are both advisors and independent agents in the issuerʼs attempt to send “signals” of quality to investors by making pre-IPO…
Abstract
The theory presented suggests that underwriters are both advisors and independent agents in the issuerʼs attempt to send “signals” of quality to investors by making pre-IPO organizational changes. These pre-IPO gambits are intended to increase IPO proceeds, and preemptively address potential investor concerns that would deter them from subscribing. These organizational changes initially can financially benefit founders, early investors and underwriters. But they can also have a longterm impact that some issuers, especially founders, would prefer to avoid. Utilizing signaling and resource-based power, we find that underwriter power is significantly associated with making pre-IPO gambits and lower levels of underpricing.
Details
Keywords
Bowon Kim, Kyungbae Park and Taesik Kim
Strong and productive partnerships between buyers and suppliers are important for effective outsourcing. Such partnerships should be based on mutual understanding, which can be…
Abstract
Strong and productive partnerships between buyers and suppliers are important for effective outsourcing. Such partnerships should be based on mutual understanding, which can be hampered by a perception gap between the supply chain partners with respect to what are the critical factors for a successful buyer‐supplier relationship. The nature of such a perception gap is explored by looking into the partnership between a Korean semiconductor manufacturer and its suppliers. Results indicate that there exist statistically significant differences in some of the perceptions both between the manufacturer and its suppliers and among the suppliers according to their production capability and product requirement.
Details
Keywords
Mershack Opoku Tetteh, Albert P.C. Chan, Ernest Effah Ameyaw, Amos Darko, Sitsofe Kwame Yevu and Emmanuel B. Boateng
Management control is needed in international joint ventures (IJVs) for successful management and performance. While IJV management control and performance concept has been widely…
Abstract
Purpose
Management control is needed in international joint ventures (IJVs) for successful management and performance. While IJV management control and performance concept has been widely explored, in the construction sector, the core understanding of the design of the two concepts is still lacking. This has resulted in the neglect of important questions and directions for research and practice improvement. This study aims to conduct a critical survey of prior studies addressing the conceptualization of management control and performance in IJVs and to propose a framework for studying the performance implications of management control in international construction joint ventures (ICJVs).
Design/methodology/approach
Using Scopus database and search terms, a systematic desktop search was conducted to retrieve empirically related peer-reviewed papers for this study.
Findings
Drawing on the transaction cost, institutional and relational logic, the first inclusive hypothetical model for studying the relationship between different dimensions of management control mechanism and multiple performance criteria in ICJVs is presented. The model proposes a measurement method for both the management control and performance and explains how they can be established in ICJVs.
Practical implications
The proposed framework provides a methodology to understand the dynamics of management control and performance implications in ICJV. Specifically, uncovering the critical paths will assist ICJV frontliners to approach management control in a more holistic and systematic way to promote achievement of ICJV goals.
Originality/value
The study gives a firm ground to the construction industry, which is accurate and educational for related fields concentrating on several other forms of cooperative relationships.
Details
Keywords
Rayenda Khresna Brahmana, Hui Wei You and Maria Kontesa
This research aims to examine the moderating role of CEO power on the relationship between retrenchment strategy and firm performance by framing the relationship under an agency…
Abstract
Purpose
This research aims to examine the moderating role of CEO power on the relationship between retrenchment strategy and firm performance by framing the relationship under an agency theory, and power circulation theory.
Design/methodology/approach
This study focuses on a sample of 319 non-financial public listed companies in Malaysia from the year 2011–2016 and estimates the model under two-step GMM panel regression to eliminate the endogeneity issue.
Findings
The results show that the retrenchment strategy increased firm performance. Meanwhile, greater CEO power changes that retrenchment effect into increased performance. This study also indicates the CEO power strengthens the relationship between firm performance and retrenchment. However, CEO power does not have any effect on the performance of low retrenchment, and the performance of big firm size.
Research limitations/implications
The findings show that the higher CEO power cause higher firm performance and higher retrenchment. This research suggests that CEO power can make retrenchment strategy works and the decision made can affect the firm performance significantly.
Originality/value
This study examines the effect of CEO power on the performance of retrenchment strategy implementation by contesting agency theory, power circulation theory, and resource-based view theory within the emerging country context.
Details
Keywords
Babak Ziyae and Hossein Sadeghi
Strategic entrepreneurship rejuvenates firms to achieve a competitive advantage in current markets. It is effective in forming corporate entrepreneurship and involves the…
Abstract
Purpose
Strategic entrepreneurship rejuvenates firms to achieve a competitive advantage in current markets. It is effective in forming corporate entrepreneurship and involves the simultaneous opportunity-seeking and advantage-seeking behaviors of firms. The aim of this paper is to investigate the mediating effect of strategic entrepreneurship in the relationship between corporate entrepreneurship and firm performance through the resource-based view.
Design/methodology/approach
Adopting a quantitative research method and structural equation modeling technique, structural models were developed to test the research hypotheses. To this end, a questionnaire survey was conducted among 103 financial technology companies in Iran.
Findings
The results support the proposed hypotheses. The findings indicate that corporate entrepreneurship and strategic entrepreneurship are positively related to firm performance. They also reveal the mediating effect of strategic entrepreneurship in the relationship between corporate entrepreneurship and firm performance. In the developing context of Iran, financial technology companies are more likely to employ corporate entrepreneurship and strategic entrepreneurship to achieve firm performance.
Originality/value
The current study contributes to the literature on strategic entrepreneurship by employing a resource-based view and exploring the relationship between firm capabilities (i.e. strategic entrepreneurship) and firm performance. Applying a resource-based view leads to a better understanding of strategic entrepreneurship. Finally, this study singles out and discusses the various features that characterize the implementation of strategic entrepreneurship by Iranian financial technology companies to reach a competitive advantage.
Details
Keywords
Klaus Heine and Heike Rindfleisch
The aim of this paper is to propose an integrative framework of organizational decline on the firm‐level.
Abstract
Purpose
The aim of this paper is to propose an integrative framework of organizational decline on the firm‐level.
Design/methodology/approach
In recent years, there has been a growing number of contributions to the research field of organizational decline from diverse theoretical perspectives and different levels of analysis. In this paper, an integrative framework of organizational decline on the firm‐level is proposed that relies on a process perspective, combining insights from organizational ecology, path dependence and the resource‐based view.
Findings
Different theoretical perspectives are used to explore various aspects of the problem of organizational decline. A theoretical framework as a theoretical perspective is developed to guide research and to interconnect diverse theoretical findings. Based on the suggested framework, two archetypes are distinguished which lead an organization to insolvency: malabsorptive incompetence and maladapted competencies.
Originality/value
The proposed framework allows the capture of the dynamic process of organizational decline and the identification of the triggers driving organizational decline.
Details
Keywords
Heechun Kim and Robert E. Hoskisson
Our study proposes a resource environment view (REV) of competitive advantage by unpacking the environmental origins of a firm’s competitive advantage. The key tenet of the REV is…
Abstract
Our study proposes a resource environment view (REV) of competitive advantage by unpacking the environmental origins of a firm’s competitive advantage. The key tenet of the REV is that the heterogeneity and imperfect mobility of strategic factor markets and institutions across countries explain how firms based in different countries would likely both create and sustain a competitive advantage. In particular, our study introduces the notion of “the paradox of environmental embeddedness.” The paradox lies in the fact that the same environmental conditions – in terms of strategic factor markets and institutions – that enable firms to create a competitive advantage can paradoxically also create a situation in which it is more difficult for these firms to sustain an advantage. Another important aspect of our study is that, to enhance our understanding of how firms manage the paradox of environmental embeddedness, our study specifies the resource environmental conditions under which firms’ internal and external resource-oriented strategies – that is, the development of dynamic capabilities and interventions in the country resource environment – are more beneficial when managing the environmental paradox. Overall, our theorizing has important implications for strategic management theory and practice.
Details