When strategic alliances provide firms with access to new knowledge, complementary resources, new markets and new technologies that facilitate their ability to learn, build and enhance resources and capabilities and enlarge their... more
When strategic alliances provide firms with access to new knowledge, complementary resources, new markets and new technologies that facilitate their ability to learn, build and enhance resources and capabilities and enlarge their strategic network, they can be a source of competitive advantage. Because of the value created by these outcomes, strategic alliances, as a type of cooperative strategy, are being widely used on a global basis. However, because approximately 50 per cent of strategic alliances fail, a better understanding is needed regarding the effective development and management of these collaborative ventures. Using resource-based, social capital and knowledge-based theories, we offer a conceptual framework that emphasizes the development and management of strategic alliances. The capability that results when the firm is able to create value by how it develops and manages strategic alliances is based on alliance scope, partner selection and resource configuration, optimization and exploitation. In addition, we argue that managing alliances is integrated with social capital to affect the creation of value. We conclude the chapter by examining implications of our model and by providing direction for future research.
Research Interests:
This panel symposium gathers five former AOM presidents to discuss how we can create a knowledge synthesis ecosystem, by (re)inventing our technologies, outlets and research incentives. It is timely to revisit Herbert Simon (1967)Âi¯s... more
This panel symposium gathers five former AOM presidents to discuss how we can create a knowledge synthesis ecosystem, by (re)inventing our technologies, outlets and research incentives. It is timely to revisit Herbert Simon (1967)Âi¯s concern of persistant gaps between Âi°the world of practiceÂi± and the Âi°sciencesÂi± of business scholarship given this yearÂi¯s theme of Âi°At the InterfaceÂi±. Although we have much reason to celebrate the introduction of top scientific journals in management for their impact on the research climate and contributions to our knowledge ecosystem, we should also acknowledge several deficiencies that make knowledge accumulation via academic journal publication exceedingly difficult to achieve. One of the most salient consequences of the weak connection between management scholarship and practical knowledge is perhaps the difficulty in enacting Âi°evidence-based managementÂi± as a way to improve the quality of teaching and application activities. Questions our paneli...
Research Interests:
Research Interests:
Research SummaryThis special issue advances the global strategy and entrepreneurship fields by providing a better understanding of the linkage between institutions and entrepreneurship. We provide an overview of existing literature in... more
Research SummaryThis special issue advances the global strategy and entrepreneurship fields by providing a better understanding of the linkage between institutions and entrepreneurship. We provide an overview of existing literature in three key research areas: (a) the impact of institutions (types and complexity) on entrepreneurship, (b) the effect of institutional evolution (overall evolution and interplay among institutions) on entrepreneurship, and (c) the coevolution of institutions and entrepreneurship. We introduce the eight articles appearing in this special issue, examine the relationship between institutions and entrepreneurship in a non‐ergodic world, and highlight meaningful and promising avenues for future research in each of the three key research areas in the domain of institutions and entrepreneurship.Managerial SummaryThis study clarifies the complex relationship between institutions (the rules and norms that govern economic transactions) and entrepreneurship. Our discussion of existing literature, special issue articles, institutions and entrepreneurship in a world of significant change, and several promising avenues for future research highlights to entrepreneurs and their stakeholders the critical role that institutions play in entrepreneurial strategies and actions in three ways. First, the types of institutions and their complexity in a location alter entrepreneurs' incentives and ability to create new ventures. Second, the continued changes in institutions ‐ some in favor of free‐market relationships and others restricting them ‐ alter entrepreneurs' behaviors. Third, the entrepreneurial spirit and the creation of new ventures can drive the transformation of institutions that govern future market transactions.
Research Interests:
MICHAEL A. HITT R. DUANE IRELAND Oklahoma State University KA PALIA Godrej & Boyce Mfg. Co. Private Ltd. ... The impact offour grand strategies on the relative im- portance of seven organizational functions and the
Research Interests:
Research Interests:
Research Interests:
Strategic Management Journal Strat. Mgmt. J., 22: 479-491 (2001) DOI: 10.1002/smj.196 ... GUEST EDITORS' INTRODUCTION TO THE SPECIAL ISSUE STRATEGIC ENTREPRENEURSHIP: ENTREPRENEURIAL STRATEGIES FOR WEALTH CREATION
Research Interests:
R&D intensive firms have become increasingly important over the past a few decades, at least partly because of the value they create for stakeholders. The research dealing with such firms has begun...
Research Interests:
Research Interests:
Research Interests:
Preface. FEATURED CASE: DELL: A LITTLE BIT OF COUL AND A LOT OF SUCCESS. PART I. THE STRATEGIC LENS. Chapter 1. A Strategic Approach to Organizational Behavior. Chapter 2. Organizational Diversity. Chapter 3. Organizational Behavior in a... more
Preface. FEATURED CASE: DELL: A LITTLE BIT OF COUL AND A LOT OF SUCCESS. PART I. THE STRATEGIC LENS. Chapter 1. A Strategic Approach to Organizational Behavior. Chapter 2. Organizational Diversity. Chapter 3. Organizational Behavior in a Global Context. PART II. INDIVIDUAL PROCESSES. Chapter 4. Learning and Perception. Chapter 5. Personality, Attitudes, and Values. Chapter 6. Work Motivation. Chapter 7. Workplace Stress. PART III. GROUPS, TEAMS, AND SOCIAL PROCESSES. Chapter 8. Leadership. Chapter 9. Communication. Chapter 10. Decision Making by Individuals and Groups. Chapter 11. Groups and Teams. Chapter 12. Conflict, Power and Politics. PART IV. THE ORGANIZATIONAL CONTEXT. Chapter 13. Organizational Structure and Culture. Chapter 14. Organizational Change and Development. Glossary. Subject Index. Name Index. Organization Index.
Research Interests:
ABSTRACT
Research Interests:
Research Interests:
Research Interests:
An increasing number of scholars have called for a more robust view of the micro-foundations for strategy and entrepreneurship, typically understood as foundations that are rooted in individual cognition, behavior, and action. We offer a... more
An increasing number of scholars have called for a more robust view of the micro-foundations for strategy and entrepreneurship, typically understood as foundations that are rooted in individual cognition, behavior, and action. We offer a rich theoretical model of judgmental decision-making that treats judgmental decision making as an ongoing process, rather than a discreet event, and ties entrepreneurship to strategy through its emphasis on environmental scanning and analysis, action, and resource acquisition and use. In doing so, our theoretical framework not only exposes limitations of existing theories of entrepreneurship, but also contributes to a deeper understanding of the iterative, dynamic, and recursive relationships among evolutionary and discontinuous judgmental decision-making processes that drive entrepreneurial action.
Research Interests:
Research Interests:
This paper discusses a modular approach to experiential learning. Primary emphasis is placed on the practice and potential of this ‘total packaging’ concept for classroom and consulting purposes. The authors of this paper take the... more
This paper discusses a modular approach to experiential learning. Primary emphasis is placed on the practice and potential of this ‘total packaging’ concept for classroom and consulting purposes. The authors of this paper take the position that experiential learning as a field is maturing, and as a consequence requires that increased attention be focused on the design and delivery of experiential learning situations.
Research Interests:
Research Interests:
Management researchers rely frequently on theoretical perspectives originating in North American and European contexts. Given the influences context has on scholarship, the question becomes if using primarily Western theories provides... more
Management researchers rely frequently on theoretical perspectives originating in North American and European contexts. Given the influences context has on scholarship, the question becomes if using primarily Western theories provides researchers with the design insights needed to capture the robust context of the setting in which they conduct their studies. Herein, we seek to establish a foundation for developing fertile exchanges of ideas regarding contextualized management research. To do this, we examine some of the main theories in management studies through the heuristic lens of an ‘open systems’ framework that allows us to build on comparative management and institutional theories. We discuss existing theory advances in selected areas of management studies, including corporate governance, strategic management, entrepreneurship, and corporate social responsibility (CSR) to offer avenues for future research. Completing studies with a solid grounding in contextualized management...
Research Interests:
Research Interests:
Research Interests:
This study proposes a model of how deeply held beliefs, known as ‘social axioms, moderate the interaction between reputation, its causes and consequences with stakeholders. It contributes to the stakeholder relational field of reputation... more
This study proposes a model of how deeply held beliefs, known as ‘social axioms, moderate the interaction between reputation, its causes and consequences with stakeholders. It contributes to the stakeholder relational field of reputation theory by explaining why the same organizational stimuli lead to different individual stakeholder responses. The study provides a shift in reputation research from organizational‐level stimuli as the root causes of stakeholder responses to exploring the interaction between individual beliefs and organizational stimuli in determining reputational consequences. Building on a conceptual model that incorporates product/service quality and social responsibility as key reputational dimensions, the authors test empirically for moderating influences, in the form of social axioms, between reputation‐related antecedents and consequences, using component‐based structural equation modelling (n = 204). In several model paths, significant differences are found be...
Research Interests:
Research Interests:
... long-term viability such as in human capital, innovation and creating/maintaining an effective culture (Hoskisson and Hitt, 1994). ... Those with a synergistic integration of visionary leadership and managerial leadership demonstrate... more
... long-term viability such as in human capital, innovation and creating/maintaining an effective culture (Hoskisson and Hitt, 1994). ... Those with a synergistic integration of visionary leadership and managerial leadership demonstrate what Steven J. Ross described as a strategic ...
Research Interests:
ABSTRACT
Research Interests:
Research Interests:
Research Interests:
MANAJEMEN STRATEGIS: DAYA SAING DAN GLOBALISASI, dalam edisi ini melanjutkan tradisi penulis akan kualitas dan keunggulan dalam menampilkan bagaimana perusahaan mencapai daya saing strategis, melalui gaya penulisan yang tepat waktu dan... more
MANAJEMEN STRATEGIS: DAYA SAING DAN GLOBALISASI, dalam edisi ini melanjutkan tradisi penulis akan kualitas dan keunggulan dalam menampilkan bagaimana perusahaan mencapai daya saing strategis, melalui gaya penulisan yang tepat waktu dan jelas
Research Interests:
Research Interests:
Research Interests:
Research Interests:
The decline in global competitiveness among US firms has been well documented (Franko 1989; Hill, Hitt and Hoskisson 1988; Young 1985). Accompanying this decline has been an increase in merger and acquisition activity that occurred in two... more
The decline in global competitiveness among US firms has been well documented (Franko 1989; Hill, Hitt and Hoskisson 1988; Young 1985). Accompanying this decline has been an increase in merger and acquisition activity that occurred in two surges — one in the late 1960s and one in the 1980s (Ravenscraft and Scherer 1987). Research has shown that acquisition strategies may involve trade-offs. For example, while acquired firms’ shareholders often gain significant abnormal returns, acquiring firms’ shareholders, on average, receive zero or slightly positive returns (Jensen 1988). The purpose of this paper is to examine the potential link between the decline in competitiveness and acquisition and divestiture (refocusing) activity.
Research Interests:
... Judul Buku. MANAJEMEN Strategis; Menyongsong Era Persaingan Dan Globalisasi. Pengarang.Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson, Armand Hediyanto. Editor: TulusSihombing, Y. Penerbit. Erlangga. Tahun Terbit. 1997.... more
... Judul Buku. MANAJEMEN Strategis; Menyongsong Era Persaingan Dan Globalisasi. Pengarang.Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson, Armand Hediyanto. Editor: TulusSihombing, Y. Penerbit. Erlangga. Tahun Terbit. 1997. Bahasa. Indonesia. ISBN. 979-411-542 ...
Research Interests:
x+328hlm;21x26c
Research Interests:
UNDERSTANDING BUSINESS STRATEGY encourages a hands-on approach to learning with applications and features such as: experiential exercises, BizFlix video clips, and brief end of chapter cases. Further, features such as the Strategy Tool... more
UNDERSTANDING BUSINESS STRATEGY encourages a hands-on approach to learning with applications and features such as: experiential exercises, BizFlix video clips, and brief end of chapter cases. Further, features such as the Strategy Tool Box and Your Career provide practical tools as students embark on their own careers. After reading Understanding Business Strategy, students will not only have an understanding of modern strategic management; they will also grasp the application of these tools in their own careers.
Research Interests:
Integrates academic theory with business practices in strategic management. Illustrating concepts with examples from progressive global organizations, the text features application-oriented cases. It draws insight from business... more
Integrates academic theory with business practices in strategic management. Illustrating concepts with examples from progressive global organizations, the text features application-oriented cases. It draws insight from business disciplines as well as disciplines from the social sciences. Also available as "Strategic Management: Concepts and Cases" (0-13-228719-6)
Research Interests:
Research Interests:
Research Interests:
... 2 Chapter 1: The Foundations of Strategic Management 4 Focusing on Strategy: Integrating Solutions to Handle Cash: The Foundation ... vi Contents Competitive Advantages 73 The ValueChain 74 Outsourcing 76 Understanding Strategy:... more
... 2 Chapter 1: The Foundations of Strategic Management 4 Focusing on Strategy: Integrating Solutions to Handle Cash: The Foundation ... vi Contents Competitive Advantages 73 The ValueChain 74 Outsourcing 76 Understanding Strategy: Learning from Failure: Outsourcing: An ...
Research Interests:
Research Interests:
Research Interests:
... Acuna Senior Acquisitions Editor: Michele Rhoades Director of Development: John Abner Senior Editorial Assistant: Ruth Belanger Marketing Manager: Nathan Anderson Senior Marketing Communications Manager: Jim Overly Marketing... more
... Acuna Senior Acquisitions Editor: Michele Rhoades Director of Development: John Abner Senior Editorial Assistant: Ruth Belanger Marketing Manager: Nathan Anderson Senior Marketing Communications Manager: Jim Overly Marketing Coordinator: Suellen Ruttkay Content ...
Research Interests:
Research Interests:
This paper explores how Guanxi shapes different levels of entrepreneurial behaviour of family businesses in China. Extant research draws on network theory, suggesting that firms focusing on less intimate social relationships are more... more
This paper explores how Guanxi shapes different levels of entrepreneurial behaviour of family businesses in China. Extant research draws on network theory, suggesting that firms focusing on less intimate social relationships are more entrepreneurial than those focusing on intimate social networks. However, this notion of networks neglects Guanxi’s indigenous cultural roots that promote intimacy in social relationships, thus limiting our understanding of why some firms in China demonstrate a higher level of entrepreneurial behaviour than others. Through an in‐depth multi‐case study analysis of eight family firms in China, we find that Guanxi is a multi‐dimensional concept that can only be effective through intimate relationship building. This study contributes to the social network literature on entrepreneurial behaviour by incorporating the gift exchange theoretical perspective and demonstrating that political Guanxi in China can only facilitate entrepreneurial behaviour when it is built around a significant level of intimacy. We also contribute to family business research by demonstrating that family ties are multi‐dimensional. Different cultural values may inform different dimensions of family ties via differences in family business governance structures, which can give rise to different levels of entrepreneurial outcomes. This study offers theoretical and practical implications alongside avenues for future research.
Research Interests:
MANAJEMEN STRATEGIS: DAYA SAING DAN GLOBALISASI, dalam edisi ini melanjutkan tradisi penulis akan kualitas dan keunggulan dalam menampilkan bagaimana perusahaan mencapai daya saing strategis, melalui gaya penulisan yang tepat waktu dan... more
MANAJEMEN STRATEGIS: DAYA SAING DAN GLOBALISASI, dalam edisi ini melanjutkan tradisi penulis akan kualitas dan keunggulan dalam menampilkan bagaimana perusahaan mencapai daya saing strategis, melalui gaya penulisan yang tepat waktu dan jelas