摘要:

AbstractA framework is proposed to characterize the different roles that subsidiaries of multinational corporations (MNCs) can play within the firm's overall strategy. The framework is then applied to a sample of 50 Spanish subsidiaries of MNCs. These are found to be pursuing strategies consistent with the framework. At the same time, a strategic evolution is detected towards a closer integration of the subsidiaries with their parent group. It is hypothesized that changes in the Spanish sociopolitical context, especially the country's entry into the European Economic Community, are fueling that process of strategic change.

ISSN:0143-2095    

DOI:10.1002/smj.4250110702

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractInformation asymmetries are generally considered as leading to costs for both parties in an exchange transaction. They can, however, also be a source of competitive advantage. Potential buyers face information asymmetries in evaluating services prior to purchase. Since such asymmetries impose costs on buyers, there exists an incentive to lower such costs. This incentive may be exploited by service firms that diversify into other services that meet the needs of existing customers.

ISSN:0143-2095    

DOI:10.1002/smj.4250110703

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractJapan's ‘miracle’ is an ongoing, evolving one. Along with the explosive rise of Japan's economic fortunes the number of theories about the business strategy of Japan's most successful firms, her Kaisha, is also exploding. The focus here is not on individual building‐block strategic patterns but on: (1) linkages between the patterns, and (2) how (and why) some patterns may be combined to create even greater advantage. At the level of the firm a few basic themes are discussed and roughly modeled as a sequence, a ‘pattern of patterns’. It is argued that (in retrospect) several patterns of Japanese strategy have been (to differing degrees in different firms) parts of a larger, synergistic, internally logical, and powerful synthesis. The point is that additional strategic advantages can emerge for firms which think about how to link together strategic patterns. Evidence is offered illustrating these arguments and demonstrating one way Japanese patterns combine to form an integrated

ISSN:0143-2095    

DOI:10.1002/smj.4250110704

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThis paper studies the interrelationships in the strategic profile of a sample of small firms, and, by using cross‐sectional analysis, attempts to identify any evidence to support the ‘stages of growth’ theories. Three surrogates for comparative growth were used in the analysis: number of employees, sales turnover, and profitability. A cluster analysis identified eight different ‘types’ of small firms characterized by ‘internal’ variables of ownership, management, and product structure; and by ‘external’ variables of product/market positioning. Analysis of variance tests found no significant differences between the clusters with regard to size. The results suggest that firms do change, but not necessarily in any prescribed sequence. Indeed, the evidence presented in this paper suggests that future research should be focused on developing theories which better describe the heterogeneity of the sector by analyzing the development within clusters of firms rather than seeking generalized ove

ISSN:0143-2095    

DOI:10.1002/smj.4250110705

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThis study reports the results of an empirical analysis of post‐acquisition financial performance and changes in executive compensation. A model of the determinants of cash compensation is presented and tested. Firm size, form of acquisition, executive motivation, and financial performance are analyzed for two groups of acquiring firms. Results are compared to a group of non‐acquiring firms. The financial performance measures include accounting and capital market data for a 4‐year period both preceding and following acquisition activity. The results indicate that, on average, firms which engaged in a major acquisition performed poorly in the post‐acquisition period. Top executives of those firms, on average, experienced significant increases in cash compensation. After controlling for size effects, financial performance related strongly to changes in executive compensation for the non‐acquiring firms, but generally did not relate to changes in executive compensation for the acquir

ISSN:0143-2095    

DOI:10.1002/smj.4250110706

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThis note comments on Lawless and Finch's (1989) empirical test of Hrebiniak and Joyce's (1985) framework of business‐environment relations. In doing so it extends Lawless and Finch's reasoning through the explicit incorporation of an interactionist perspective. A model is presented that amplifies the prevailing organizational adaptation logic by assigning a role to organizational learning and by suggesting how organizations act on environmental information vis‐à‐vis symbolic processes and environmental management stra

ISSN:0143-2095    

DOI:10.1002/smj.4250110707

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractHrebiniak and Joyce (1985) present a model of organizational adaptation in which environmental determinism and strategic choice are orthogonal. Lawless and Finch (1989) find empirical support for Hrebiniak and Joyce's four choice‐determinism combinations, and mixed support for propositions concerning strategies that perform best in each. The note, ‘Choice and determinism: A comment,’ relates social learning theory to the Hrebiniak and Joyce framework, based on the position that this theory is a useful way to describe the process of organizational adaptation. Fundamentally, the comment puts two arguments on the table. In order of importance they are:1The adaptation process is only broadly defined by Hrebiniak and Joyce or by Lawless and Finch. Yet it is important to understand the choice—determinism interaction. The comment recommends social learning theory (Wood and Bandura, 1989) as an elaboration.2The process of adaptation is interactive, and ought to be studied longitudinally. These two arguments are discussed in turn as a possible contribution to choice‐determinism

ISSN:0143-2095    

DOI:10.1002/smj.4250110708

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250110701

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY