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Full-Text Articles in Business
Is There A Strategic Organization In The Behavioral Theory Of The Firm? Looking Back And Looking Forward, Henrich R. Greve, Cyndi Man Zhang
Is There A Strategic Organization In The Behavioral Theory Of The Firm? Looking Back And Looking Forward, Henrich R. Greve, Cyndi Man Zhang
Research Collection Lee Kong Chian School Of Business
In the 20 years of Strategic Organization, how well has knowledge drawn from the behavioral theory of the firm contributed to the field of strategy? We see progress both in the pages of SO! and elsewhere in the field of strategy, but this progress has been held back by divisions between strategy and organization theory in what theories should predict, what mechanisms are preferable predictors, and what outcomes are of interest. Despite these divisions, the last few years have seen particularly rapid progress, turning the behavioral theory of the firm into one of multiple organization theory sources of strategy knowledge. …
How Do Prior Ties Affect Learning By Hiring?, Vivek Tandon, Gokhan Ertug, Gianluca Carnabuci
How Do Prior Ties Affect Learning By Hiring?, Vivek Tandon, Gokhan Ertug, Gianluca Carnabuci
Research Collection Lee Kong Chian School Of Business
Research has shown that hiring R&D scientists from competitors fosters organizational learning. We examine whether hiring scientists who have many collaborative ties with the hiring firm prior to the mobility event produces different learning outcomes than hiring scientists who have few or no such ties. We theorize that prior ties reduce explorative learning and increase exploitative learning. Namely, we posit that prior ties lead the hiring firm to focus on that part of a new hire’s knowledge with which they are already familiar and that they help appropriate the new hire’s newly generated knowledge. At the same time, prior ties …
Do Family Firms Learn More From Other Family Firms Than From Non-Family Firms? Adoption Of The Board Reform, Toru Yoshikawa, Jung Wook Shim
Do Family Firms Learn More From Other Family Firms Than From Non-Family Firms? Adoption Of The Board Reform, Toru Yoshikawa, Jung Wook Shim
Research Collection Lee Kong Chian School Of Business
Family firms differ from non-family firms because their owners are often motivated not only by economic incentives but also by non-economic considerations. This study investigates the effects of such non-economic motivation, especially the extent of family involvement and family legacy, on the adoption of a new practice, i.e., board reform that was newly introduced in the Japanese context in the late 1990s. Our empirical results show that while family firms are less likely to implement the board reform than non-family firms, board interlocks with other family firms facilitate the adoption. We also found that such factors as large family ownership …
Differentiating Knowledge Processes In Organisational Learning: A Case Of ‘Two Solitudes’, Siu Loon Hoe, Steven L. Mcshane
Differentiating Knowledge Processes In Organisational Learning: A Case Of ‘Two Solitudes’, Siu Loon Hoe, Steven L. Mcshane
Research Collection School Of Computing and Information Systems
The fields of organizational behaviour (OB)/strategy and marketing have taken different paths over the past two decades to understanding organisational learning. OB/strategy has been pre-occupied with theory development and case study illustrations, whereas marketing research has taken a highly quantitative path. Although relying on essentially the same foundation theory, these two solitudes have had minimal cross-fertilisation. Furthermore, both fields tend to blur or usually ignore the distinction between structural and informal knowledge processes. The marketing literature, in particular, relies on the MARKOR scale, which measures structural knowledge processes. Informal knowledge acquisition and dissemination processes are almost completely ignored. The purpose …
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.