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Full-Text Articles in Business
Getting What You Need: How Reputation And Status Affect Team Performance, Hiring, And Salaries In The Nba, Gokhan Ertug, Fabrizio Castellucci
Getting What You Need: How Reputation And Status Affect Team Performance, Hiring, And Salaries In The Nba, Gokhan Ertug, Fabrizio Castellucci
Research Collection Lee Kong Chian School Of Business
We study how the reputation and status of resource providers affect the two organizational outcomes of product quality and revenues, hiring decisions, and prices paid to resource providers. We argue that reputation and status have different effects on outcomes: reputation has a stronger effect on product quality, and status has a stronger effect on revenues. Building on this, we argue that actual quality mediates the effect of reputation on revenues more than the effect of status on revenues. Moreover, reputation and status have different effects on how organizations acquire resources: when their product quality is low relative to their aspiration …
How Emerging Giants Are Rewriting The Rules Of M&A, Nirmalya Kumar
How Emerging Giants Are Rewriting The Rules Of M&A, Nirmalya Kumar
Research Collection Lee Kong Chian School Of Business
While Western companies struggle with mergers and acquisitions, emerging giants like Indian aluminum producer Hindalco are using M&A as their main globalization strategy. That's partly because developing economies grew at near double-digit rates in the past 15 years, enabling many enterprises to make acquisitions. It's also because, according to the author's research, those corporations create more value from takeovers. To compete, Western multinationals should change their mind-set and shift the locus of their M&A efforts to regional headquarters in developing countries.U.S. and European companies, inhibited by slow-growing home markets, acquire rivals primarily to become bigger and thus create economies of …
How To Distinguish Smart Big Moves From Stupid Ones, Paul Strebel, Anne-Valerie Ohlsson-Corboz
How To Distinguish Smart Big Moves From Stupid Ones, Paul Strebel, Anne-Valerie Ohlsson-Corboz
Research Collection Lee Kong Chian School Of Business
When top executives undertake big moves – dramatic shifts in strategic direction – their decisions can make or break a company. This paper aims to offer a methodology for cutting the risks of making a catastrophic misstep. To avoid a corporate disaster and increase the chances of a smart and ultimately successful big move the paper raises six critical questions that must be answered honestly and unequivocally by managers. The research indicates that there are five classic types of big move, each corresponding to a different position on the corporate performance curve: finding a new game; going for growth; getting …
Performance Differences Across Strategic Groups: An Examination Of Financial Market-Based Performance Measures, J. Rajendran Pandian, Howard Thomas, Olivier Furrer, William C. Bogner
Performance Differences Across Strategic Groups: An Examination Of Financial Market-Based Performance Measures, J. Rajendran Pandian, Howard Thomas, Olivier Furrer, William C. Bogner
Research Collection Lee Kong Chian School Of Business
One of the more interesting issues in the strategic management field is the question of whether intra-industry performance differences exist, particularly across strategic groups. Most of the existing studies have used accounting measures of performance despite the documented weaknesses of such measures. This paper examines whether financial market-based measures of performance are superior to accounting-based measures in identifying performance differences across strategic groups. Hypotheses are tested on data from an existing sample of firms in the US pharmaceutical industry. The empirical results indicate that performance differences are more likely to exist across strategic groups when financial market performance measures are …
Absorptive Capacity: A Review, Reconceptualization, And Extension, Shaker A. Zahra, Gerard George
Absorptive Capacity: A Review, Reconceptualization, And Extension, Shaker A. Zahra, Gerard George
Research Collection Lee Kong Chian School Of Business
Researchers have used the absorptive capacity construct to explain various organizational phenomena. In this article we review the literature to identify key dimensions of absorptive capacity and offer a reconceptualization of this construct. Building upon the dynamic capabilities view of the firm, we distinguish between a firm's potential and realized capacity. We then advance a model outlining the conditions when the firm's potential and realized capacities can differentially influence the creation and sustenance of its competitive advantage.
Sustaining International Linkages: A Dynamic Competence View, William C. Bogner, Howard Thomas
Sustaining International Linkages: A Dynamic Competence View, William C. Bogner, Howard Thomas
Research Collection Lee Kong Chian School Of Business
Strategic alliances have been growing in popularity among firms over the past 10 years. The basis for the formation of truly strategic alliance has been presented by several authors who use the theoretical foundations that are popular in strategic management, in particular the resource-based theory of the firm, organizational learning theory and industrial organizational economics. Still, little has been said about why these alliances are sustained. This paper takes those same theoretical bases and constructs a basic set of propositions about the continuation of strategic alliances.
Diversity, Diversification And Profitability Among British Manufacturing Companies, 1972-1984, Robert M. Grant, Azar P. Jammine, Howard Thomas
Diversity, Diversification And Profitability Among British Manufacturing Companies, 1972-1984, Robert M. Grant, Azar P. Jammine, Howard Thomas
Research Collection Lee Kong Chian School Of Business
This study investigated the causal relationships between diversity, diversification, and profitability among 304 large British manufacturing companies that differed in both product and multinational diversity. Diversity and profitability were positively related up to a point; after that point, increases in product diversity were associated with declining profitability. The results were unclear with respect to the underlying causal relationships. Product diversification did not increase profitability, and there was limited evidence that profitability promoted diversification. For multinational diversification, however, we found that profitability in the home market encouraged overseas expansion that in turn increased profitability.