ISSN:0143-2095    

DOI:10.1002/smj.4250131002

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractIn this introduction to the Special Issue on Strategy Process Research the guest editors suggest that the future research in this subfieid should be more holistic, emphasize more team work, focus more on corporate managers and be more supportive of action research methodologies. This introductory essay also reviews briefly the important contributions to date of strategy process research and provides a short summary of the papers that were selected for the special issue.

ISSN:0143-2095    

DOI:10.1002/smj.4250131003

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractOrganizational renewal requires that a firm's top managers make timely adjustments in their mental models following significant changes in the environment. Our initial propositions about the difference between renewal and decline focused on whether similar organizations in similar contexts differ in their ability to recognize significant changes in their environments. Analysis of longitudinal data from a matched pair of U.S. railroads suggested, however, that renewal hinges not so much on noticing new conditions, but on being able to link environmental change to corporate strategy and to modify that linkage over time. In the successful company we studied organizational renewal is a continuous process of first and second order changes in cognitive maps.

ISSN:0143-2095    

DOI:10.1002/smj.4250131004

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractThis paper investigates the influence of competitive posture and strategic issue diagnosis on firms' investment in new information technology. We analyze responses to technological innovation of close to 300 tax‐return preparation businesses confronted with the introduction of electronic filing in the market for tax‐related services. Results of path analysis show that issue diagnosis indirectly provokes adoption of new technology by increasing the level of commitment to technological capabilities. Competitive posture, as reflected in firms' efficiency and quality orientations, influenced adoption of newly available technology both directly and indirectly through issue interpretation. These findings suggest that competitive postures influence investment in new technology primarily by establishing institutional rules for innovation rather than by conditioning the process of strategic issue diagno

ISSN:0143-2095    

DOI:10.1002/smj.4250131005

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractStrategic renewal is accomplished in large and small ways. This paper proposes a four phase characterization of how organizations move between state sustaining renewal and the more radical reconceptualizations that significantly alter organization activity. The argument juxtaposes inertia (or commitment to current strategy) and stress, the dissatisfactions that signal the need for renewal. To explore the details of this interaction, and its implications for the evolution of strategy over time, a formal model is developed. Quite plausible organization paths of renewal are simulated via the model which help illustrate our main theoretic arguments.

ISSN:0143-2095    

DOI:10.1002/smj.4250131006

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractTheories of organizational renewal and organizational design often bear little relationship to the complex, murky day‐to‐day realities people face. This paper develops an understanding of the renewing organization based on the practice of product innovation. The practice of product innovation is conceived of as the creation and exploitation of knowledge which links market and technological possibilities. Four clusters of market‐technology knowledge are described and metaphors for their creation are developed. Then, three organizing principles which can sustain the ongoing development and exploitation of market‐technology knowledge are described. The model provides a realistic understanding of the practice of product innovation and of the renewing organization. It also shows how innovation, strategy, and organizational design are inextricably

ISSN:0143-2095    

DOI:10.1002/smj.4250131007

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractThis paper develops a model of the internal corporate venturing process. The model explores conditions under which entrepreneurs are likely to continue with a course of action despite experiencing negative outcomes. Persisting with a course of action despite associated negative outcomes runs counter to trial‐and‐error learning behavior. We suggest that entrepreneurs are likely to continue with a course of action despite experiencing negative outcomes when the level of ambiguity is high and slack resources are available. In contrast, trial‐and‐error learning is likely to occur when either the level of ambiguity is low or when slack resources are not available. We examine these and other aspects of the venturing process with longitudinal data on the development of one venture. The data were collected over a 12‐year period during the commercial development of cochlear implants within a large diversified corporation. The results support our core hypotheses on trial‐and‐error learning and action persistence while extending our understanding of associa

ISSN:0143-2095    

DOI:10.1002/smj.4250131008

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractThis paper examines the nature of the core capabilities of a firm, focusing in particular on their interaction with new product and process development projects. Two new concepts about core capabilities are explored here. First, while core capabilities are traditionally treated as clusters of distinct technical systems, skills, and managerial systems, these dimensions of capabilities are deeply rooted in values, which constitute an often overlooked but critical fourth dimension. Second, traditional core capabilities have a down side that inhibits innovation, here called core rigidities. Managers of new product and process development projects thus face a paradox: how to take advantage of core capabilities without being hampered by their dysfunctional flip side. Such projects play an important role in emerging strategies by highlighting the need for change and leading the way. Twenty case studies of new product and process development projects in five firms provide illustrative data.

ISSN:0143-2095    

DOI:10.1002/smj.4250131009

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractThis paper examines the effects of strategic orientation and environmental change on senior management reward systems. We develop a framework that relates differences in strategic orientations and environmental conditions to four factors–availability of multiple options, programability of behavior, cause–effect ambiguity and outcome uncertainty. Hypotheses based on this framework are tested in a sample of 50 electric utility firms across two time periods covering a total of 10 years. Consistent with theory, we find that firms with more discretionary strategic orientations offer greater compensation, more outcome‐based compensation plans and greater proportion of outcome‐based cash compensation than firms with less discretionary strategic orientations. Similarly, high discretion environmental periods are associated with greater pay, more outcome‐based compensation plans and greater proportion of outcome‐based cash compensation than low discretion environmen

ISSN:0143-2095    

DOI:10.1002/smj.4250131010

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY

摘要:

AbstractThis research note suggests metric conjoint analysis (Louviere, 1988) as a tool for evaluating the decision policies employed by top managers in making strategic decisions. As an example of the technique, a descriptive field study is presented wherein the decision rules for stategy‐structure‐environment alignment used by the chief executives of 33 autonomous, nondiverstfied manufacturing firms are examined. Implications for future strategy research on managerial cognitions are discus

ISSN:0143-2095    

DOI:10.1002/smj.4250131011

出版商:John Wiley&Sons, Ltd.    

年代:1992

数据来源: WILEY