摘要:

AbstractThe strategic logic of Japanese high‐technology venture capital investment reveals the existence of an implicit call option, or ‘shadow option’, on new technology. This option is exercised by further investment in product development, manufacturing and distribution. The process is described with reference to a comparative study of Japanese and U.S. venture capital firms. Similarities and differences between the two groups are reported, and a conceptual model of Japanese option strategy is formulated. The implications for our understanding of Japanese strategy and for strategic management theory are disc

ISSN:0143-2095    

DOI:10.1002/smj.4250130202

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractThis paper uses a transactions cost perspective to examine the development of organizational tendencies that plague the governance of unregulated subsidiaries by regulated parent companies. By focussing on what Williamson (1985) calls the ‘incentive limits’ of firms, conditions that should exacerbate the problems facing these firms as they diversify are identified. Empirical testing of hypotheses drawn from this discussion is conducted using a sample of nonutility, nonregulated subsidiaries of 54 electric utilities. The analysis, using both linear regression and event history methods, confirms the connection between the characteristics of the regulated parent company and subsidiary performance. The paper concludes with a discussion of how further research might extend the state of knowledge on the topic of the economic losses of bureaucr

ISSN:0143-2095    

DOI:10.1002/smj.4250130203

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractIn explaining financial performance variance, strategic management researchers and industrial organization economists have emphasized industry factors, market share, generic strategy, and strategic group membership, whereas organizational contingency theorists have emphasized alignments involving environment and internal structure. This study integrates these perspectives, testing the financial performance consequences of organizational alignments, in context with the effects of industry, market share, and strategy. In an empirical study in two manufacturing industries, it is shown that some organizational alignments do produce supernormal profits, independent of the profits produced by traditional industry and strategy variables. The results are consistent with the resource view of the firm: to the extent that alignments result from skill rather than luck, it is reasonable to regard alignment skill as a strategic resource capable of generating economic rents. The article suggests that, by focusing on industry and competitive strategy variables, contemporary industrial organization and strategy research has understated the role of organizational factors in producing sustainable competitive advantage.

ISSN:0143-2095    

DOI:10.1002/smj.4250130204

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractSustainable competitive advantage results from the possession of relevant capability differentials. The feedstock of these capability differentials is intangible resources which range from patents and licenses, to reputation and know‐how. A framework of intangible resources has been produced which formed the basis for a national survey of chief executives in the U.K. Some of the more significant findings of the survey were that: employee know‐how and reputation are perceived as the resources which make the most important contribution to business success; and that for most companies operations is the most important area of employee know how. This article argues, by means of both theoretical reasoning and empirical evidence, that the analysis of intangible resources should play a major role in the strategic management proc

ISSN:0143-2095    

DOI:10.1002/smj.4250130205

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractThis study suggests that the link between an SBU strategy and performance is moderated by the SBU's relationship with corporate management. Information processing arguments suggest that this relationship, typically characterized by general measures of centralization, has been inappropriately conceptualized in prior research. An alternative view, one that considers which decisions and activities should be controlled by the individual SBU, is proposed and tested. The results of a study of 496 SBUs indicate that SBU performance is enhanced when: (1) SBUs with an external strategic orientation control environmental monitoring activities and strategic decision analysis, and (2) SBUs with an intraorganizational orientation control those activities relating to operations. Weaker SBU performance is associated with SBU control over those functions and activities not central to the SBU's business strategy. Therefore, it is suggested that the corporate‐SBU relationship can either facilitate or inhibit the implementation of the SBU's intended strateg

ISSN:0143-2095    

DOI:10.1002/smj.4250130206

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractThis paper documents the adoption of the Japanese model of manufacturing in the U.K. motor industry. Internal developments by the vehicle assemblers and their suppliers are examined. It is argued that the Japanese model involves very high intra‐ and interorganizational dependencies. Although this does not cause problems in Japan due to the structure of the Japanese motor industry, the structure of the UK vehicle industry presents severe obstacles to the successful use of Japanese methods. Pursuit of the pure Japanese model within the existing industry structure appears to be fraught with problems. Moreover, such an exercise risks sweeping away potential strengths of the existing structur

ISSN:0143-2095    

DOI:10.1002/smj.4250130207

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250130208

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250130201

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY