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Articles 721 - 734 of 734

Full-Text Articles in Strategic Management Policy

The Impact Of Strategic Choice On The International-Ization Of The Firm, Timothy Clark, Geoff Mallory Jan 1997

The Impact Of Strategic Choice On The International-Ization Of The Firm, Timothy Clark, Geoff Mallory

Research Collection Lee Kong Chian School Of Business

Companies either seeking to expand into foreign markets or to alter their existing institutional arrangements have a choice between three forms of foreign market servicing: exporting, foreign licensing and foreign direct investment (FDI)1 (Buckley 1991; Buckley and Casson 1976; Root 1987; Terpstra 1987). The ‘stages theory of internationalisation’ proposes that these options are chosen in a linear sequence in that firms initially export, then establish a sales subsidiary and only when they have built up knowledge and experience do they invest directly.

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Sustaining International Linkages: A Dynamic Competence View, William C. Bogner, Howard Thomas Sep 1996

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.

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Challenges Of Global Economic Competition: The Singapore Response, Caroline Yeoh Jul 1996

Challenges Of Global Economic Competition: The Singapore Response, Caroline Yeoh

Research Collection Lee Kong Chian School Of Business

No abstract provided.

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Rivalry And The Industry Model Of Scottish Knitwear Producers, Joseph F. Porac, Howard Thomas, Fiona Wilson, Douglas Patton, Alaina Kanfer Jun 1995

Rivalry And The Industry Model Of Scottish Knitwear Producers, Joseph F. Porac, Howard Thomas, Fiona Wilson, Douglas Patton, Alaina Kanfer

Research Collection Lee Kong Chian School Of Business

In this paper we argue that market boundaries are socially constructed around a collective cognitive model that summarizes typical organizational forms within an industry. This model is produced when firms observe each other's actions and define unique product positions in relation to each other. Our study examines the question of how firms define a reference group of rivals when market cues are ambiguous and interorganizational variety is high and identifies the industry model underlying rivalry among Scottish knitwear producers. The data suggest that a six-category model of organizational forms best describes the common sense of competition in the industry and …

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Strategic Types And Performances Of Small Firms In Korea, Youngbae Kim, Young Rok Choi Oct 1994

Strategic Types And Performances Of Small Firms In Korea, Youngbae Kim, Young Rok Choi

Research Collection Lee Kong Chian School Of Business

Youngbae Kim is an assistant professor of management and policy in the Korea Advanced Institute of Science and Technology, Taejon, South Korea and Youngrok Choi is a researcher in the nuclear policy division of the Korea Atomic Energy Research Institute, Taejon, Korea. This study attempts to identify the patterns of strategic behaviour of small firms in Korea in conjunction with their performance. Based on the data from 79 small firms across four industries, the results reveal that there appear to be four common strategic attributes cost efficiency, innovative differentiation, marketing differentiation, and asset parsimony and five strategic types of firms …

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Interpreting And Responding To Strategic Issues: The Impact Of National Culture, Susan C. Schneider, Arnoud De Meyer May 1991

Interpreting And Responding To Strategic Issues: The Impact Of National Culture, Susan C. Schneider, Arnoud De Meyer

Research Collection Lee Kong Chian School Of Business

Perceptions of environmental uncertainty and organizational control influence strategic behavior. As national culture influences these perceptions we expect to find cultural differences in interpretation and response to strategic issues. Given a case describing an issue concerning deregulation of the U.S. banking industry, managers completed questionnaires rating interpretations and responses to that issue. National culture was found to influence interpretation and responses. In particular, Latin European managers when compared with other managers were more likely to interpret the issue as a crisis and as a threat. Latin Europeans were also more likely to recommend proactive behavior. This study indicates that different …

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Taxonomic Mental Models In Competitor Definition, Joseph F. Porac, Howard Thomas Apr 1990

Taxonomic Mental Models In Competitor Definition, Joseph F. Porac, Howard Thomas

Research Collection Lee Kong Chian School Of Business

In this article, a cognitive approach to the problem of competitor definition is outlined, which begins with a discussion of the information-processing demands implied by current models of competitive strategy. How decision makers simplify the competitive environment by using a mental model of competitive groups is then discussed. Finally, the implications of a cognitive approach for the classifying organizations and organizational adaptation are commented on.

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Competitive Groups As Cognitive Communities: The Case Of The Scottish Knitwear Manufacturers, Joseph F. Porac, Howard Thomas, Charles Baden-Fuller Jul 1989

Competitive Groups As Cognitive Communities: The Case Of The Scottish Knitwear Manufacturers, Joseph F. Porac, Howard Thomas, Charles Baden-Fuller

Research Collection Lee Kong Chian School Of Business

This article explores how the mental models of organizational strategists determine perceptions of competing organizations and responses to competitive conditions. We first outline a cognitive perspective for discussing competitive strategy, and then use this framework to analyse the particular case of the Scottish knitwear industry. We show how the structure of that industry both determines and is determined by managerial perceptions of the environment. We conclude by drawing out a few general implications of our framework for research and theory on competitive strategy.

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Diversity, Diversification And Profitability Among British Manufacturing Companies, 1972-1984, Robert M. Grant, Azar P. Jammine, Howard Thomas Dec 1988

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.

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Attitudes And The Risk-Return Paradox: Prospect Theory Explanations, Avi Fiegenbaum, Howard Thomas Mar 1988

Attitudes And The Risk-Return Paradox: Prospect Theory Explanations, Avi Fiegenbaum, Howard Thomas

Research Collection Lee Kong Chian School Of Business

This study attempted to explain Bowman's risk-return paradox in terms of recent research in behavioral decision theory and prospect theory. The research emphasized the role of reference, or target, return levels in analyzing risky choices. For returns below target, a large majority of individuals appear to be risk seeking; for returns above target, a large majority appear to be risk averse. Using extensive COMPUSTAT-based data on U.S. firms, we consistently found a negative risk-return association for firms having returns below target levels and a positive association for firms with returns above target. These results support the basic propositions of prospect …

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Toward A Contingency Model Of Strategic Risk Taking, Inga Skromme Baird, Howard Thomas Apr 1985

Toward A Contingency Model Of Strategic Risk Taking, Inga Skromme Baird, Howard Thomas

Research Collection Lee Kong Chian School Of Business

A model of strategic risk taking incorporating environmental, industrial, organizational, decision maker, and problem variables is presented. The model is intended to be both a preliminary conceptualization of strategic risk taking and a stimulant for future research on risk taking in strategic management decisions. Relevant research from a number of disciplines is summarized, and the potential impacts of particular variables on the propensity to take strategic risks are examined.

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Integrating Zero-Base Budgeting With Management-By-Objectives: An Empirical Inquiry, John Joseph Williams, James D. Newton, Eric A. Morgan Jan 1985

Integrating Zero-Base Budgeting With Management-By-Objectives: An Empirical Inquiry, John Joseph Williams, James D. Newton, Eric A. Morgan

Research Collection School Of Accountancy

Popular arguments in the management literature advocate the implementation congruity and complementarity of zero-base budgeting (ZBB) with an established management-by-objectives (MBO) system. The present study examined management perceptions on 28 ZBB implementation variables for MBO users and non-MBO users which were gathered from 153 managers at two hierarchical levels within a single private sector organization. Results from both univariate and multivariate tests indicate that ZBB implementation was not facilitated by the existence of an MBO system for either lower level management or for upper level management. The evidence obtained here strongly suggests that the purported conventional rationale underlying ZBB coupling …

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Decision And Risk Analysis In A New Product And Facilities Planning Problem, David B. Hertz, Howard Thomas Dec 1983

Decision And Risk Analysis In A New Product And Facilities Planning Problem, David B. Hertz, Howard Thomas

Research Collection Lee Kong Chian School Of Business

This article illustrates the linkage between risk analysis and strategy by discussing the application of decision and risk analysis to a new product and facilities planning problem. The authors trace the analysis from the initial results through the policy dialogue to the final strategy recommendation.

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Mapping Strategic Management Research, Howard Thomas Jan 1983

Mapping Strategic Management Research, Howard Thomas

Research Collection Lee Kong Chian School Of Business

During the last two decades, in particular, there has developed a substantial body of literature in the fields of strategic management, strategic planning, corporate and business policy, and related topics. This literature owes much to the prior writings of Alfred Chandler [10] and the decades of case writing and research undertaken at Harvard Business School by many learned professors. Indeed, Harvard's tradition of leadership in this field dates from 1914 when it first introduced a course requirement for business policy into the business school program. The term strategic management is of relatively recent origin [49] and is currently the accepted …

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