摘要:

AbstractIn this paper, competence is defined in operational terms as the degree to which the firm or its subunits can reliably meet or exceed objectives. Two antecedents to competence (and thus competitive advantage) are then developed and defined. These are the ‘comprehension’ of the management team working on developing competence and the ‘deftness’ of their task execution. Empirical results from a study of 160 new initiatives in 40 organizations from 16 countries suggest that: (1) it is feasible to operationalize and measure these constructs; (2) comprehension and deftness are important correlates of an organization's degree of competence as defined; and (3) a process‐centered paradigm for understanding competence development show

ISSN:0143-2095    

DOI:10.1002/smj.4250160402

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractThe resource‐based view of the firm has provided important new insights into corporate strategy (Barney, 1991; Peteraf, 1993); however, there has been only limited empirical research linked to the theory (e.g., Farjoun, 1994). Although a great deal of work has been done on Corporate diversification, the measures and data typically have a weak connection to resource‐based theory. Empirical research on resource‐based corporate strategy has been particularly dificult because key concepts such as tacit knowledge or capabilities resist direct measurement. This study is an effort to narrow the gap between theory and empirical research on the multibusiness firm. It develops a resource‐based approach to modeling interrelationships among businesses and applies it to the analysis of corporate economic performance. This approach proves to be significant in explaining the financial performance of large manufacturing firms, and it promises to be an important source of insight into corporate s

ISSN:0143-2095    

DOI:10.1002/smj.4250160403

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractSeveral studies have addressed the CEO duality‐performance relationship, with inconsistent results. This paper proposes that these inconsistencies can be resolved by integrating agency and stewardship perspectives on duality. Using data from 192 firms in 12 industries, both the direction and magnitude of the duality‐performance relationship was found to vary systematically across Dess and Beard's (1984) environmental dimensions. These results provide partial support for both agency and stewardship perspecti

ISSN:0143-2095    

DOI:10.1002/smj.4250160404

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractStrategy researchers are preoccupied with the study of existing strategy systems and processes, with the result that they do not question situations where a strategy is expected to exist but does not. The investigation of such voids is likely to enhance greatly the understanding of the nature of organizational strategy, both in its presence and in its absence. The perspective offered in this paper is that strategy absence is a legitimate phenomenon of interest to business management scholars.

ISSN:0143-2095    

DOI:10.1002/smj.4250160405

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractIn a paper concerned with the effects of layoffs upon survivors, Brockner et al. (1993) suggest that managers may make survivors with low self esteem worried about future layoffs to increase work motivation. This conclusion may be suspect for a number of reasons: (a) only a small percentage of the variance was accounted for by the interaction in a field study; (b) measurements of self‐esteem, worry and motivation were taken either concurrently or very close to each other in the two studies reported; and (c) potential health related consequences may eventually lead to decreased work motivatio

ISSN:0143-2095    

DOI:10.1002/smj.4250160406

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractIn this issue Daniels critiques a report which appeared in the Strategic Management Journal's Special Issue on Corporate Restructuring. The report described two studies which delineated several determinants of the reactions of layoff survivors (Brockner et al., 1993). Daniels interpreted Brockner et al. to be saying that managers in downsizing organizations should implement layoffs in ways that maximize survivors' organizationally‐relevant reactions. even if doing so imposes personal costs on the survivors. Unfortunately, Daniels failed to perceive our intended message: that layoffs (and other forms of restructuring) should be implemented in ways that optimize outcomes for both the organization and its peopl

ISSN:0143-2095    

DOI:10.1002/smj.4250160407

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250160401

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY