Open Access. Powered by Scholars. Published by Universities.®
Articles 1 - 4 of 4
Full-Text Articles in Business
Strategic Decision-Making In High Velocity Environments: A Theory Revisited And A Test, Kevin Clark, Christopher J. Collins
Strategic Decision-Making In High Velocity Environments: A Theory Revisited And A Test, Kevin Clark, Christopher J. Collins
Christopher J Collins
[Excerpt] A decade ago, Eisenhardt (1989) proposed a model of strategic decision-making speed for firms facing high-velocity environments. This theory, while important at the time, has become even more relevant to the strategy-making bodies of firms in the entrepreneurial millennium. The model differed in important ways from much of the existing literature on decision-making speed (Frederickson and Mitchell, 1984; Janis, 1982; Mintzberg, et al., 1976; Nutt, 1976). Eisenhardt's ideas were based on a series of inductive case studies of eight firms competing in the fast-paced micro-chip industry. As such, it was an important theory-building effort in a central area of …
Knowledge Exchange And Combination: The Role Of Human Resource Practices In The Performance Of High-Technology Firms, Christopher J. Collins, Ken G. Smith
Knowledge Exchange And Combination: The Role Of Human Resource Practices In The Performance Of High-Technology Firms, Christopher J. Collins, Ken G. Smith
Christopher J Collins
[Excerpt] In this study, we developed and tested a theory of how human resource practices affect the organizational social climate conditions that facilitate knowledge exchange and combination and resultant firm performance. A field study of 136 technology companies showed that commitment-based human resource practices were positively related to the organizational social climates of trust, cooperation, and shared codes and language. In turn, these measures of a firm's social climate were related to the firm's capability to exchange and combine knowledge, a relationship that predicted firm revenue from new products and services and firm sales growth.
Existing Knowledge, Knowledge Creation Capability, And The Rate Of New Product Introduction In High-Technology Firms, Ken G. Smith, Christopher J. Collins, Kevin D. Clark
Existing Knowledge, Knowledge Creation Capability, And The Rate Of New Product Introduction In High-Technology Firms, Ken G. Smith, Christopher J. Collins, Kevin D. Clark
Christopher J Collins
[Excerpt] A field study of top management teams and knowledge workers from 72 technology firms demonstrated that the rate of new product and service introduction was a function of organization members' ability to combine and exchange knowledge. We tested the following as bases of that ability: the existing knowledge of employees (their education levels and functional heterogeneity), knowledge from member ego networks (number of direct contacts and strength of ties), and organizational climates for risk taking and teamwork.
Strategic Human Resource Practices, Top Management Team Social Networks, And Firm Performance: The Role Of Human Resource Practices In Creating Organizational Competitive Advantage, Christopher J. Collins, Kevin D. Clark
Strategic Human Resource Practices, Top Management Team Social Networks, And Firm Performance: The Role Of Human Resource Practices In Creating Organizational Competitive Advantage, Christopher J. Collins, Kevin D. Clark
Christopher J Collins
In this article, we begin to explore the black box between human resources (HR) practices and firm performance. Specifically, we examine the relationships between a set of network-building HR practices, aspects of the external and internal social networks of top management teams, and firm performance. Results from a field study with 73 high-technology firms showed that the relationships between the HR practices and firm performance (sales growth and stock growth) were mediated through their top managers’ social networks.