ISSN:0143-2095    

DOI:10.1002/smj.4250141002

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractIn this overview to the Strategic Management Journal Winter 1993 Special Issue, we comment on the relationship between organization theory, strategy and decision making, and we review the contributions to this theme by our distinguished panel of authors. What is distinctive about strategic decisions? How does the organization function as an information processing mechanism? What information is strategic; when does information become strategic; and how do decision bias and locus affect competitive outcomes? How do process and structure, decision criteria, the layering of decisions, and domestic vs. global considerations affect performance? What is the role of beliefs and expectations; how do organizations effect proactive, creative behavior to recast their strategic decision patterns?

ISSN:0143-2095    

DOI:10.1002/smj.4250141003

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractPorter has argued that the U.S. capital investment system is deficient relative to those in Germany and Japan and this has caused a decline in the competitiveness of U.S. corporations. He suggests the increasing importance of financial institutions has led to transient ownership which encourages firms to focus on the short term. This paper argues that the openness and diversity of opinion encouraged by the U.S. financial system has significant advantages and transient ownership is consistent with firms taking a long view. It is suggested that the competitiveness of German and Japanese corporations may be due to the managerial incentives made possible by high growth rates.

ISSN:0143-2095    

DOI:10.1002/smj.4250141004

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractDriven by a set of radical changes in their internal and external environments, large global corporations are innovating a new organizational form. Premised on knowledge and expertise rather than capital or scale as the key strategic resource, this new form is fundamentally different from the multidivisional organization that had emerged in the 1920s and had become the dominant corporate model in the post‐War years. In this article, we describe this new organization using Asea Brown Boveri (ABB) as an illustration, and highlight its differences from the classic M‐form by contrasting its structure, processes and decision‐making mechanisms against the models proposed by Chandler (1962), Bower (1970) and Cyert and March (1963). Our conceptualization of this emerging organization is grounded in a managerial perspective that is very different from the disciplinary foundations of existing economic and behavioral theories of the firm. We conclude by arguing for the need to create a 'managerial theory of the firm' that would be more attuned to the premises of the key actors within the firm so as to be able to illuminate the corporate world as seen by managers and encompass the issues that they perceive to be impo

ISSN:0143-2095    

DOI:10.1002/smj.4250141005

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractIn this paper we argue that the organization's search for market imperfections reflects the information dispersion in the economy. We describe, within a Bayesian framework, the relative importance of and the mechanisms by which externally‐ and internally‐based informational rents arise endogenously. We argue that, rather than viewing the strategic planning process as one where the firm must pursue only one source of information, search should be viewed as evolving within a dynamically related system; progressing from externally‐based to internally‐based sources of rent as markets

ISSN:0143-2095    

DOI:10.1002/smj.4250141006

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractEfficiency has been defined in at least two different ways: in terms of the refinement of existing products, processes or capabilities (static efficiency) or the development of new ones (dynamic efficiency). This paper analyzes the organizational trade‐off between these two forms of efficiency. It shows that there is a tendency towards extremes, and that the irreversibility of efficiency orientations tends to tip the balance to be struck between static and dynamic efficiency toward the latter. The paper also advances hypotheses about the industry, business and corporate factors that mediate between the choice of a particular efficiency orientation and organizational performanc

ISSN:0143-2095    

DOI:10.1002/smj.4250141007

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractOver time, members of organizations develop entitlements—preferences about how they wish to be treated and beliefs about how they should be treated. The formation of entitlements is an important subject for strategy researchers because employees resist changes that violate their perceived entitlements; thus entitlements constrain an organization's ability to adapt quickly in a changing environment. In this paper, we use psychological research to propose a two‐part model of entitlements formation: (i) Preference formation makes people likely to resist change because preferences adapt to experience, and thus change imposes painful losses; (ii) Belief formation leads to over‐entitlement, and this produces resistance because employees perceive changes to be unfair or unjust. Over‐entitlement happens because (a) psychological limitations in judgement and (b) strategic distortions in the character and content of information exchanged in relationships lead employees to perceive their entitlements as richer and more systematic than intended by the organization. Combined, the preference and belief formation processes can produce substantial resistance to change.In stable environments firms may have an incentive to allow entitlements to develop since they enhance employee security and commitment. However, in changing environments, entitlements constrain firms' ability to mobilize resources to meet competitive challenges. After presenting our model of entitlement formation, we use the model to organize and analyze a set of suggestions about how the employment relationship might be managed to avoid problems of entitlement formation, thus enabling firms to adapt more effectively in a dynamic envi

ISSN:0143-2095    

DOI:10.1002/smj.4250141008

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractOrganizational learning has many virtues, virtues which recent writings in strategic management have highlighted. Learning processes, however, are subject to some important limitations. As is well‐known, learning has to cope with confusing experience and the complicated problem of balancing the competing goals of developing new knowledge (i.e., exploring) and exploiting current competencies in the face of dynamic tendencies to emphasize one or the other. We examine the ways organizations approach these problems through simplification and specialization and how those approaches contribute to three forms of learning myopia, the tendency to overlook distant times, distant places, and failures, and we identify some ways in which organizations sustain exploration in the face of a tendency to overinvest in exploitation. We conclude that the imperfections of learning are not so great as to require abandoning attempts to improve the learning capabilities of organizations, but that those imperfections suggest a certain conservatism in expectation

ISSN:0143-2095    

DOI:10.1002/smj.4250141009

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractThe central issues addressed in this paper are what it means for strategies to exist and for strategies to change. The concept of strategy is developed progressively as a coordinated series of actions, having a comprehensive scope, and being conditional on environmental events and actions of others. Strategies can be inferred from decisions as well as being stated by top management and can be described in both structured categories as well as in unstructured terms. The framework is utilized to provide guidelines for studying changes in strategies. An analysis of key empirical studies demonstrates the difficulties in answering the question of whether firm strategies exist.

ISSN:0143-2095    

DOI:10.1002/smj.4250141010

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY

摘要:

AbstractA business firm's ‘niche’ or comparative advantage typically has a half‐life of years rather than decades. Strategic planning must assure a stream of new ideas that allow the firm to find new sources of comparative advantage. Strategic planning must focus attention on the initial stages of the decision‐making processes—opportunities and occasions for choice, and the design of new action strategies for products, marketing, and financing. Product identification and alternative generation are crucial components of strategy. Strategic thinking must permeate the entire organization. Effective identification of employees with the organization's strategy requires their exposure to the basic postulates that underlie strate

ISSN:0143-2095    

DOI:10.1002/smj.4250141011

出版商:John Wiley&Sons, Ltd.    

年代:1993

数据来源: WILEY