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Book part
Publication date: 1 January 2008

Ron Sanchez

Part I of this chapter applies the principles of the philosophy of science and the derived scientific method to analyze the foundational concepts and core proposition of the…

Abstract

Part I of this chapter applies the principles of the philosophy of science and the derived scientific method to analyze the foundational concepts and core proposition of the Resource-Base View (RBV) as popularized by Barney (1986, 1991, 1997). This analysis identifies seven fundamental conceptual deficiencies and logic problems in Barney's conceptualization of “strategically valuable resources” and in Barney's VRIO framework for identifying strategically valuable resources that can be sources of sustained competitive advantage. Three problems – the Value Conundrum, the Tautology Problem in the Identification of Resources, and the Absence of a Chain of Causality – relate to the RBV's and VRIO's failure to provide an adequate conceptual basis for identifying strategically valuable resources. The Uniqueness Dilemma, the Cognitive Impossibility Dilemma, and an Asymmetry in Assumptions about Resource Factor Markets result in an inability of the VRIO framework to support identification of resources that can be sources of sustained competitive advantage. More fundamentally, the core proposition of the RBV – that resources that are strategically valuable, rare, inimitable, and organizationally embedded are sources of sustainable competitive advantage – is argued to result directly in the Epistemological Impossibility Problem that precludes use of the scientific method in RBV research. This chapter argues that until these conceptual deficiencies and logic problems are recognized and remedied, the RBV – in spite of its current popularity – is and will remain theoretically sterile and incapable of contributing in any systematic way to the development of strategy theory.

Part II of this chapter then suggests how foundational concepts developed within the competence perspective on strategy provide essential remedies for the identified deficiencies and problems in the RBV – and thereby provide a more conceptually adequate basis for representing the nature of firms in the scientific study of their interactions and competitive outcomes.

Details

A Focused Issue on Fundamental Issues in Competence Theory Development
Type: Book
ISBN: 978-1-84855-210-4

Article
Publication date: 19 May 2023

Hayat Ayar Şentürk and Kaan Tuğrul Özkan

The logic of value innovation has received increased attention in the strategic marketing and innovation literature. Studies investigating how value innovation, as a firm’s…

Abstract

Purpose

The logic of value innovation has received increased attention in the strategic marketing and innovation literature. Studies investigating how value innovation, as a firm’s strategic mindset, contributes to creating new market space through more proximal market-driven factors such as strategic decisions and customer value are still lacking, nevertheless. This study aim to investigate how the logic of value innovation influences creating new market space through quantum strategy and customer value creation.

Design/methodology/approach

Survey data from a sample of 204 manufacturing and service firms was used to test the conceptual model and research hypotheses. The data were analyzed using structural equation modeling.

Findings

The findings reveal the direct and indirect effect of value innovation logic on the new market space through the mediation of quantum strategy and customer value creation. Besides, this study shows that quantum strategy does not directly contribute to customer value creation. A reason is that the quantum strategy as a both/and strategy is the more dominating factor in creating new market space.

Originality/value

There is still a lack of a systematic understanding of how value innovation, as a firm’s strategic mindset, contribute to creating new market space through a firm’s strategic choices and superior customer value creation, as more proximal market-driven factors. This study empirically attempted to address this research problem. This study contributes to the strategic marketing literature by providing a model for the interwoven relationships between value innovation, quantum strategy, customer value and new market space.

Details

Journal of Business & Industrial Marketing, vol. 38 no. 12
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 January 1998

Linda P. Livingstone, Leslie E. Palich and Gary R. Carini

We present major aspects of two change‐oriented paradigms — formal logic and the logic of contradiction. For the Western manager, we assert that knowledge of the latter will…

Abstract

We present major aspects of two change‐oriented paradigms — formal logic and the logic of contradiction. For the Western manager, we assert that knowledge of the latter will facilitate strategic innovation in the West, similar to the trend in the Orient. Further, we identify ways in which formal logic and the logic of contradiction differ when applied to strategic innovation. Finally, we argue that the formal logic framework could inhibit competitiveness in the global business arena, whereas approaches derived from the logic of contradiction may enhance competitiveness through their influence on strategic innovation. Ultimately, the management of strategic innovation from this alternate perspective involves not only managing contradiction, but recognizing its potential positive contribution to the innovation process as well.

Details

Competitiveness Review: An International Business Journal, vol. 8 no. 1
Type: Research Article
ISSN: 1059-5422

Article
Publication date: 15 August 2016

Sajjad Haider and Francesca Mariotti

The purpose of this paper is to examine strategic decisions surrounding critical events to show how the decision-making processes evolve and how the dominant logic changes…

Abstract

Purpose

The purpose of this paper is to examine strategic decisions surrounding critical events to show how the decision-making processes evolve and how the dominant logic changes vis-à-vis those decisions. Further, this study explores the processes of managerial decision making focusing on spatial and temporal cognition dimensions.

Design/methodology/approach

The methodology adopted in this study is a case study using the retrospective processual analysis approach. Data were collected using both primary and secondary sources. In all, 40 years of secondary data on key critical events and decision making were collected using a range of secondary sources. Those events were further examined using 49 in-depth semi structured interviews.

Findings

The findings of this study explain the relationship between operant conditions, strategic actions and outcomes of strategic decisions by highlighting the significance of knowledge strategy, strategic agility and intentionality in shaping and reshaping managers’ dominant logic. Further, the authors show that the dominant coalition, among other factors, plays an important role in building decision-making capacity and in the formation and transformation of an existing dominant logic.

Research limitations/implications

The study identified a number of limitations. First, the issue of generalization as the data were collected from only two case study companies. Second, in some cases respondents were asked to respond to research questions using “memory of the events” which took place a long time ago, hence the issue of credibility. Further, sometimes respondents reported information collected through hearsay. To overcome the limitations of this research, the authors made all efforts to ensure that the data collected were reliable and credible such as by using diverse data sources, confirmation of events at multiple level and personal observations.

Practical implications

The study identifies and explains a number of factors which influence decision making. The authors also present the revised dominant logic model which can act as a tool in managerial decision making.

Originality/value

The paper shows how managerial decision making changes knowledge strategy, which in turn leads to changes in existing dominant logic or the creation of a new dominant logic, hence looking at the issues of decision making using an evolutionary perspective. Second, the paper empirically tests and explains the relationship between intentionality, actions and organizational outcomes using spatial and temporal learning. Finally, the use of the longitudinal retrospective processual analysis and events analysis, is a novel way of understanding a particular phenomenon.

Details

Management Decision, vol. 54 no. 7
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 24 March 2017

Juan Almandoz, Matthew Lee and Christopher Marquis

How does environmental uncertainty affect the process of starting new hybrid organizations? Our comparative analysis of the formation of two “green” banks – with hybrid goals…

Abstract

How does environmental uncertainty affect the process of starting new hybrid organizations? Our comparative analysis of the formation of two “green” banks – with hybrid goals linked to banking and environmental logics – reveals that shifts in their strategic orientations resulted from attempts to align uncertain and changing resource environments with the composition and goals of the organizations’ top leadership. While the initial idea and goals of the founders were similar, the organizations they established ended up with divergent strategic orientations and senior leadership groups.

Article
Publication date: 1 March 2006

Caroline Boivin and Joanne Roch

This paper aims to establish the role of dominant logics to assess the success potential of strategic alliances.

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Abstract

Purpose

This paper aims to establish the role of dominant logics to assess the success potential of strategic alliances.

Design/methodology/approach

An empirical validation of an approach based on the theory of conventions was carried out through an analysis of strategic alliances initiated by Apple involving the licensing of the Macintosh operating system.

Findings

The analysis reveals the presence of modes of justification issuing from the world of inspiration, which seems to oppose the merchant and industrial worlds, which are most conducive to successful strategic alliances.

Originality/value

The analysis of dominant logics within Apple Computer demonstrate that the inspirational logic is opposed to all forms of strategic alliances.

Details

Management Decision, vol. 44 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 4 January 2016

Corinne Grenier and Johan Bernardini-Perinciolo

Adopting an agentic positioning, we question and compare competing logics hybridization within French hospitals and universities facing major reforms inspired by new public…

Abstract

Adopting an agentic positioning, we question and compare competing logics hybridization within French hospitals and universities facing major reforms inspired by new public management. In addition to the resulting forms of hybridization exposed in the literature (accepted or refused), we observe four additional modes: instrumentalized, uncomfortable, reformulated, and suffered. They all reveal the varied manner with which each professional faces reform. However, we develop a new argument: the ways professionals hybridize (or do not) their prevailing logic depends on an overarching mode of hybridization that characterizes the way their organization deals with reform. We identify two contrasting modes: overarching strategic logics hybridization and overarching enforced logics hybridization. They give insight into how actors decouple structure from practices. We contribute to the literature on logics hybridization by first analyzing the role of specific actors who act as either a translator-actor or a closure-actor to respectively facilitate appropriation of the reforms or to protect professionals against the growing dominance of the new logic introduced by the law; and secondly by discussing importance of articulating higher and lower organizational levels all involved in hybridization.

Details

Towards a Comparative Institutionalism: Forms, Dynamics and Logics Across the Organizational Fields of Health Care and Higher Education
Type: Book
ISBN: 978-1-78560-274-0

Keywords

Article
Publication date: 11 June 2018

Christian Gadolin

The purpose of this paper is to describe and analyze how physicians and nurses strategically employ the managerial logic.

Abstract

Purpose

The purpose of this paper is to describe and analyze how physicians and nurses strategically employ the managerial logic.

Design/methodology/approach

A qualitative case study incorporating interviews and observations.

Findings

Neither physicians nor nurses were prone to strategically employing the managerial logic. However, when doing so nurses were able to acknowledge the legitimacy of managerial impact on practice, whereas the physicians were not. Consequently, physicians might find other, more subtle, ways to strategically employ the managerial logic.

Originality/value

This paper argues for and makes explicit the applicability of qualitative methods in order to delineate actors’ strategic use of available and accessible institutional logics, the conditions for such usage, as well as the multiplicity of actors’ interactions that needs to be taken into account when conducting qualitative data analysis of such occurrences. By the merits of the qualitative research approach utilized in this study, novel insights concerning the strategic use of the managerial logic in the everyday work of physicians and nurses were obtainable. These insights emphasize the necessity of acknowledging situational, organizational and institutional context, incorporating inter-professional power discrepancies and relations vis-à-vis managers.

Details

Qualitative Research in Organizations and Management: An International Journal, vol. 13 no. 2
Type: Research Article
ISSN: 1746-5648

Keywords

Article
Publication date: 15 February 2016

Lalit Manral

The purpose of this paper is to articulate a customer-centric logic to explain the strategic behavior of multi-product corporations whose portfolio of complementary product…

Abstract

Purpose

The purpose of this paper is to articulate a customer-centric logic to explain the strategic behavior of multi-product corporations whose portfolio of complementary product offerings belong to diverse industries.

Design/methodology/approach

The paper develops a theoretical framework to explain the heterogeneity in multi-product corporations ' motivation and ability to leverage the demand-side strategic assets developed in their home-markets to enter new markets and thereby improve their long-run corporate performance.

Practical implications

The paper includes implications for strategic behavior of multi-product corporations in various industrial sectors such as telecommunications, financial services, consumer discretionary and staples, real estate, and so on.

Originality/value

The profitable applicability of demand-side strategic assets to new contexts should be explained both by the motivation of multi-product consumers (to purchase a portfolio of complementary products from a diversified seller) as well as the motivation of multi-product corporations (to leverage their demand-side strategic assets to enter new markets).

Details

Journal of Strategy and Management, vol. 9 no. 1
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 2 February 2022

Lalit Manral

The author invokes the concept of strategic adaptation to first specify the evolutionary as well as the strategic character of the causal mechanism (“intra-industry exit”), and…

Abstract

Purpose

The author invokes the concept of strategic adaptation to first specify the evolutionary as well as the strategic character of the causal mechanism (“intra-industry exit”), and second to explain its effect on the evolution of firms' within-industry geographic scope. The author reconciles the two competing logics for firm behavior – strategic choice and environmental selection – that underpin alternate explanations for the relationship between intra-industry exit and the evolution of geographic scope. This paper contributes to both theory and empirics concerning the dynamics of firms' competitive scope, in general, and within-industry geographic scope, in particular.

Design/methodology/approach

The US long-distance telecom services industry during the period 1984–1996, which satisfies the empirical requirements of a geographically fragmented industry characterized by demand-side heterogeneity across the submarkets, provides the research setting and panel data to test the empirical hypotheses.

Findings

The author finds that while the firms' overall performance influences their intra-industry exit decisions, it is the firm-in-market performance that influences their decision to exit a specific submarket. The author also finds that intra-industry exit decision, when influenced by firm performance, does lead to reduction in geographic scope.

Research limitations/implications

This context-specific theory, which conceptualizes the dynamics of firms' geographic scope as an evolutionary process, explains the temporal change in the geographic scope of firms during the latter part of the demand growth stage of a geographically fragmented industry.

Originality/value

This analysis of the demand-side dynamics of firms' within-industry geographic scope focuses on the hypothetical causal effect of intra-industry exit, a pervasive business phenomenon. First, the demand-side analysis of the evolution of geographic scope is grounded in a theoretical framework that melds firm dynamics with submarket dynamics and industry dynamics. Second, this analysis explicates the demand-side underpinnings of the strategic adaptive mechanism.

Details

Journal of Strategy and Management, vol. 15 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

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