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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 …
Essays On Emerging Multinational Enterprises' Acquisitions In Developed Economies, Faisal R. Harahap
Essays On Emerging Multinational Enterprises' Acquisitions In Developed Economies, Faisal R. Harahap
FIU Electronic Theses and Dissertations
This dissertation investigates emerging multinational enterprises (EMNEs)’s acquisitions of firms in developed economies (DE) through three distinctive but interrelated essays. Despite costs EMNEs must offset from the obvious cultural distance (CD) they encounter with limited exploitable advantages, EMNEs have continued to aggressively acquire firms in DE, suggesting there are ways for the EMNEs to effectively overcome CD. In Essay 1, using insights from the symbolic interaction paradigm in sociology, I developed the Dynamic Socio-Cultural Model (DSCM), to uncover the general process of cultural creation and change. At the core of the DSCM is the process of collective learning and adaptive …
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 …
Managing Knowledge-Based Projects, Farshad Madani
Managing Knowledge-Based Projects, Farshad Madani
Engineering and Technology Management Student Projects
In knowledge-based projects, many risks can be resulted due to lack of knowledge applied in the project. To avoid these risks, project based companies need to implement a convenient mechanism to develop knowledge management strategies. In this article, this mechanism is addressed as a KM strategic planning model, which is inherently a process model. This model helps to build a bridge between PMBOK processes and knowledge management strategy development. The foundation of this bridge is made on two pillars. First, the spiral of knowledge introduced by Nonaka [1] and, second, PMBOK processes. To develop the KM strategic planning model, the …
Don’T Store It, Search For It: How Organizations Can Encourage Middle Managers To Search For Distributed Knowledge, Esther Tippmann, Pamela Sharkey Scott, Vincent Mangematin
Don’T Store It, Search For It: How Organizations Can Encourage Middle Managers To Search For Distributed Knowledge, Esther Tippmann, Pamela Sharkey Scott, Vincent Mangematin
Conference Papers
This qualitative study examined how middle managers, at the micro-level, search for distributed knowledge to resolve non-routine problems, and how the organizational context, at the macro-level, influences the knowledge search effectiveness. We find that middle managers proactively search organization wide knowledge resources, thus highlighting the significance of middle managers in integrating distributed knowledge. Further, our findings show the importance of the organization to provide supporting structures. In particular, we offer evidence that effective knowledge search does not rely on repositories but that organizational design aspects and a strategy for managing knowledge that emphasizes interaction opportunities, informality, and openness can promote …
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.