Making fast strategic decisions in highvelocity environments.

"... The development of the field of strategic management within the last two decades has been dramatic. While its roots have been in a more applied area, often referred to as business policy, the current field of strategic management is strongly theory based, with substantial empir-ical research, and is ..."

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The development of the field of strategic management within the last two decades has been dramatic. While its roots have been in a more applied area, often referred to as business policy, the current field of strategic management is strongly theory based, with substantial empir-ical research, and is eclectic in nature. This review of the development of the field and its current position examines the field’s early develop-ment and the primary theoretical and methodological bases through its history. Early developments include Chandler’s (1962) Strategy and Structure and Ansoff’s (1965) Corporate Strategy. These early works took on a contingency perspective (fit between strategy and structure) and a resource-based framework emphasizing internal strengths and weaknesses. Perhaps, one of the more significant contributions to the development of strategic management came from industrial organiza-tion (IO) economics, specifically the work of Michael Porter. The structure-conduct-performance framework and the notion of strategic groups, as well as providing a foundation for research on competitive dynamics, are flourishing currently. The IO paradigm also brought econometric tools to the research on strategic management. Building on the IO economics framework, the organizational economics perspective contributed transaction costs economics and agency theory to strategic management. More recent theoretical contributions focus on the re-source-based view of the firm. While it has its roots in Edith Penrose’s work in the late 1950s, the resource-based view was largely introduced to the field of strategic management in the 1980s and became a domi-nant framework in the 1990s. Based on the resource-based view or developing concurrently were research on strategic leadership, strate-

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Knowledge Transfer through Inheritance: Spin-out Generation, Growth and Survival,

by Rajshree Agarwal , April M Franco - Academy of Management Journal, , 2004

"... We investigated how the knowledge capabilities of industry incumbents affected the generation, development, and performance of "spin-outs" (entrepreneurial ventures of ex-employees). Analyses of 1977-97 data from the disk drive industry supported our hypothesis that incumbents with both s ..."

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We investigated how the knowledge capabilities of industry incumbents affected the generation, development, and performance of "spin-outs" (entrepreneurial ventures of ex-employees). Analyses of 1977-97 data from the disk drive industry supported our hypothesis that incumbents with both strong technological and market pioneering know-how generate fewer spin-outs than firms with strength in only one of these areas. Also, an incumbent's capabilities at the time of a spin-out's founding positively affect the spin-out's knowledge capabilities and its probability of survival.

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The nonspread of innovations: the mediating role of professionals.

by Ewan Ferlie , Royal Holloway , Louise Fitzgerald , Martin Wood , Chris Hawkins - Acad Manage , 2005

"... Two qualitative studies in the U.K. health care sector trace eight purposefully selected innovations. Complex, contested, and nonlinear innovation careers emerged. Developing the nonlinear perspective on innovation spread further, we theorize that multiprofessionalization shapes "nonspread.&qu ..."

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Two qualitative studies in the U.K. health care sector trace eight purposefully selected innovations. Complex, contested, and nonlinear innovation careers emerged. Developing the nonlinear perspective on innovation spread further, we theorize that multiprofessionalization shapes "nonspread." Social and cognitive boundaries between different professions retard spread, as individual professionals operate within unidisciplinary communities of practice. This new theory helps explain barriers to the spread of innovation in multiprofessional organizations in both health care and other settings. I think all the evidence about innovation in general practice points to the fact that rarely, very rarely, does a single method change people's behaviour. Primary care doctor interviewed for this study Why do innovations not readily spread, even if backed by strong evidence? The study of the spread of innovations is an enduring focus of interest. More recent studies in the research literature have developed from earlier linear and stagelike models This article reports our analytic journey from our initial research design, through iterative analysis, to final theory building. In the next section, we describe our theoretical framework at the start of the research; then we outline our research design and methods. In the third section, we provide an overview of our initial results, and then in section four explain our reanalysis of data to search for more refined explanations. In the final section, we induce theory and discuss wider implications. THEORETICAL FRAMEWORK The Presenting Problem: Evidence-Based Innovations in Health Care The spread of innovations reemerged as an important theme within the health care sector with We acknowledge the support of NHS North Thames (R&D Directorate) for funding the acute sector-based study and the NHS West Midlands (R&D Directorate) for funding the primary care base study. The opinions expressed in this article are those of the research team and not necessarily of the funders. We also thank this journal's referees and editor for their insightful and helpful comments on drafts.

Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era

by Mary Uhl-bien, Russ Marion, Bill McKelvey , 2007

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Abstract - Cited by 103 (1 self) - Add to MetaCart

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Measuring constructed preferences: Towards a building code.

by J W Payne , J R Bettman , D A Schkade - J. Risk Uncertainty , 1999

"... P sychologists and behavioral economists have documented a variety of judgmental flaws that people make when they face novel decision situations. Similar flaws arise when decision analysts work with decision makers to assess their preferences and trade-offs, because the methods the analyst uses are ..."

Abstract - Cited by 103 (5 self) - Add to MetaCart

P sychologists and behavioral economists have documented a variety of judgmental flaws that people make when they face novel decision situations. Similar flaws arise when decision analysts work with decision makers to assess their preferences and trade-offs, because the methods the analyst uses are often unfamiliar to the decision makers. In this paper we describe a process designed to mitigate the occurrence of such biases; it brings together three steps. In training, the decision maker is first given values to apply in judgment tasks unrelated to the decision at hand, providing an introduction to thinking deliberately and quantitatively about preferences. In practice, the learned tasks are then applied to a familiar decision, with the goal of developing the next incremental level of expertise in using the methods. Finally, in application, the more deliberative style of thinking is used to address the problem of interest. In an environmental resource setting with two oyster habitat managers, we test the procedure by attempting to mitigate the prominence effect that has been reported in the behavioral research literature. The resulting preference weights appear to be free of the prominence effect, providing initial steps toward operationalizing the "building code" for preferences introduced by Payne et al.

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Continuous “morphing:” Competing through dynamic capabilities, form, and function

by Violina P. Rindova, Kevin Steensma - Acad. Management J , 2001

"... In hypercompetitive environments, the established paradigms of sustainahility of competitive advantage and stability of organizational form may have limited applica-bility. Using an in-depth case analysis of the firms Yahoo! and Excite, this study examines how the organizational form, function, and ..."

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In hypercompetitive environments, the established paradigms of sustainahility of competitive advantage and stability of organizational form may have limited applica-bility. Using an in-depth case analysis of the firms Yahoo! and Excite, this study examines how the organizational form, function, and competitive advantage of these firms dynamically coevolved. Tbe study introduces the concept of continuous mor-phing to descrihe the comprehensive ongoing transformations through wbicb the focal firms sought to regenerate their transient competitive advantage on the Internet. The study of organizational form is at the core of organization science. Organizational scholars use the term "form " to descrihe structural features or patterns of organizations (McKelvey. 1982); econo-mists use it to contrast two alternative coordinating mechanisms, markets and hierarchies (Williamson, 1975); and ecologists, to descrihe organizational characteristics that identify an organization as a memher of a group of similar organizations (Ro-manelli, 1991). Population ecologists, in particular, have advanced the view that stahility and standard-ization of a form positively affect an organization's access to resources (Hannan & Freeman, 1984). Ac-cording to this view, stability leads to consistent actions and outcomes, which resource holders value and reward (Delacroix & Rao, 1993; Hannan & Freeman, 1989), and standardization enhances the legitimacy of a form (Hannan & Carroll, 1992). However, when environmental or resource condi-tions change, the organizational inertia associated with a particular organizational form impedes adaptive change and survival (Hannan & Freeman,

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Executive migration and strategic change: the effect of top manager movement on product market entry

by Author(s) Warren Boeker, Warren Boeker, Min-jer Chen, Donald Hambrick - Administrative Science Quarterly , 1997

"... Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at ..."

Abstract - Cited by 90 (0 self) - Add to MetaCart

Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at

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Making fast strategic decisions in highvelocity environments. (1989)

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