摘要:

ABSTRACTBased on longitudinal case studies of new technology adoption in five smaller Canadian manufacturing firms, this article develops an inductive process model that views the technology adoption process as a partially nested set of three parallel and interacting sub‐processes that are different in nature: the strategic commitment process, the technology choice process and the financial justification process. These processes are themselves intertwined with other strategic decision processes in the firm, and influenced by a dynamic set of contextual elements that interact with one another over time. the study underlines the problems associated with a narrow conception of technology adoption as a ‘decision’while showing how various process models from the literature are useful in understanding different parts of the overall process of ad

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1994.tb00632.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

ABSTRACTThis article discusses the role of intermediate governance structures between vertically related industries in the specific context of technological innovation. In the United States, relations between firms in vertically related industries correspond closely to the neoclassical contracting model, characterized by arms‐length, spot contracting on the open market. In Japan, inter‐firm relations are more likely to involve relational contracting, characterized by stable bonding mechanisms and a dense historical network of economic ties between the parties to the exchange. We focus upon thekinyu keiretsutype of relational contracting between firms of unequal size and power in vertically related industries, which is a special case of the more generally studiedkigyo shudan, or inter‐market financial group. For illustrative purposes, we compare the contractual arrangements used to manage the development of new technology by 46 US and 27 Japanese semiconductor equipment firms. We conclude by speculating that the organization of innovation in the Japanese semiconductor equipment industry has accelerated their development of new technology and led to their extraordinarily rapid worldwide market penetr

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1994.tb00633.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

ABSTRACTDespite important advances in recent years, no agreement exists concerning what constitutes management excellence. Specific knowledge of how managerial behaviour is perceived and evaluated by others will help to resolve unsettled questions about what is meant by management excellence and improve the actual decisions of managers. This article examines the determinants of managerial excellence as perceived by corporate CEOs, directors, and financial analysts inFortunemagazine's annual survey of the best‐managed American firms in 33 industries. While the firms perceived to be best managed are more profitable and less risky, and grow faster and reward their stockholders more than less well‐managed firms, these variables explain only about 30 per cent of the variance in management ratings. the firms perceived to be best managed have more involvement in international markets and research and development, while large firm size and firm diversification reflect negatively upon perceived managerial quality. the relative inability of conventional financial measures of firm performance to explain perceptions of managerial excellence underlines the complex nature both of these perceptions and strategic behaviour. the results support Varadarajan and Ramanujam's conclusion that excellent management depends upon a diverse set of competencies and values, as well as Chakravarthy's contention that the most important characteristic of firm performance is management's ability to transform the firm and adapt to a rapidly changing environment. By contrast, little support is found for the maximization of stockholder wealth criterion of Rappap

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1994.tb00634.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

ABSTRACTOne strategic action which is often taken by firms in need of a turnaround is to bring in a new chief executive officer (CEO). Many observers argue, however, that having done this the new CEO must replace large numbers of top managers in order to effect a change in the firm's interactions and subsequent performance. Critics of this perspective insist that just the opposite is true. Substantial levels of turnover may only serve to further disrupt the organization decreasing performance still more. This controversy is addressed in the following study using a sample of 84 firms all of which experienced CEO succession during the year 1980. Analyses rely on a three‐year‐period pre‐succession and three‐year period post‐succession. Three hypotheses are proposed. First, poor performance prior to CEO succession leads to greater turnover afterward. Second, that turnover is curvilinearly related to performance after the succession. And, finally, that successor type (i.e. whether the CEO was an inside or outside candidate) is related to the level of turnover in upper level management positions in the post‐succession period. the results from tests of these hypotheses are presented, and the implications of these findings ar

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1994.tb00635.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

摘要:

ABSTRACTLinks between organizational strategy, human resources (HR) policies, and the employment relationship are investigated through surveys of US executives and HR managers. Human resources policies are measured as both an overall philosophy (an internal to an external focus) and a series of items. the items factor into four dimensions: retention, staffing, performance and compensation. Results indicate that staffing policies are associated with organizational strategy. Retention policies are related to the employment relationship. However, the overall HR philosophy is not related to either organizational strategy or the employment relationship. the findings indicate that relationships between organizational strategy, HR and the employment relationship are more complex than previous models had indicated.

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1994.tb00636.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY

ISSN:0022-2380    

DOI:10.1111/j.1467-6486.1994.tb00637.x

出版商:Blackwell Publishing Ltd    

年代:1994

数据来源: WILEY