Business Administration, Management, and Operations Commons^™

Lbos Slash R&D: So What?, Jeffrey S. Harrison

Management Faculty Publications

This article translates the research conducted by William Long and David Ravenscraft concerning the impact of leveraged buyouts (LBOs) on research and development (R&D) expenditures and performance. The author examines debt levels associated with LBOs and reductions in R&D spending as well as the importance of reductions in R&D. The researchers believed that LBOs would be associated with reductions in R&D, which they did find; however, their findings indicated that these reductions may not have been significant in all instances.

Resource Allocation As An Outcropping Of Strategic Consistency: Performance Implications, Jeffrey S. Harrison, Ernest H. Hall Jr., Rajendra Nargundkar

Management Faculty Publications

Similarities in financial resource allocations across the lines of business of diversified firms may indicate corporate strategic consistency, which may lead to superior corporate performance. In support of this argument, the variance in R&D intensity across the lines of business of 96 diversified firms was found to be inversely related to industry-adjusted return on assets. However, no relationship was found for capital intensity. These results provide partial support for the usefulness of a resource-based approach to the study of diversification strategy.

A Strategic Management Perspective On Host Country Structure Of Multinational Enterprises, Stephen Tallman

Management Faculty Publications

This article proposes that the oligopoly power and internalization models of the multinational enterprise should be reviewed in light of the newly developing resource-based model of strategy and managerial decision-making models of strategic management. The perspective described here suggests that strategy-making under conditions of uncertainty and the drive to gain competitive advantage from deployment of firm-specific resources are important issues in the internalization decision of the MNE in a host market. The role of transaction cost efficiency in generating subsidiary governance structures is redefined to be compatible with the demands of these additional considerations of the multinational strategic manager.

Strategic Competitiveness In The 1990s: Challenges And Opportunities For U.S. Executives, Michael A. Hitt, Robert E. Hoskisson, Jeffrey S. Harrison

Management Faculty Publications

U.S. firms face a major global competitiveness challenge. Although the problems relate, in part, to differences in the economic structure, history and cultural differences between the U.S. and foreign rivals, these factors may not explain as much of the variance in competitiveness as they did in the past. Competitiveness problems are also linked to a number of strategic factors under the control of managers. Among them are the absorption of managerial energy in mergers and acquisitions, increasing levels of debt, increasing firm size, greater firm diversification, lack of investment in human capital and inappropriate corporate culture.

In response to these …

Effects Of Acquisitions On R&D Inputs And Outputs, Michael A. Hitt, Robert E. Hoskisson, R. Duane Ireland, Jeffrey S. Harrison

Management Faculty Publications

Making acquisitions, although a popular strategy, may not always lead to positive firm performance. Researchers have offered several explanations for this relationship. One is that acquisitions lead to lower investments in R&D and curtail the championing process whereby organization members internally promote new products and processes in firms. The current research found that acquisitions had negative effects on "R&D intensity" and "patent intensity."

International Cooperative Venture Strategies: Outward Invest, Stephen B. Tallman, Oded Shenkar

Management Faculty Publications

The preferred models of overseas outward investment in cooperative ventures were analyzed for 340 small and midsized manufacturing firms in a newly industrialized country (NIC), the Republic of Korea. Firms were examined as sources of investment capital, knowledge, or technology, and locational differences in the methods by which these firms exploit their competitive strengths were addressed. The analysis suggested that firms in the sample have strategic concerns that are different from those of the large multinational companies (MNC) usually studied in this type of research. Current models of the international firm and of cooperative ventures were shown to have a …