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Addressing endogeneity in the relationship between early entry and performance: The case of foreign market expansion Long Range Plan. (IF 7.4) Pub Date : 2024-09-14 Thijs Nacken, Bas Karreman, Enrico Pennings
Addressing endogeneity issues has been identified as a key priority for ensuring continued progress in the field of strategic management. We contribute to this research agenda by developing a generalized method of moments (GMM) estimation approach that accounts for endogeneity in dynamic models. To illustrate how endogeneity bias impedes reliable interpretation, we examine the relationship between
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Scaling-up, opening-up? Using open strategizing for navigating rapid growth Long Range Plan. (IF 7.4) Pub Date : 2024-08-16 Josh Morton, Rocío Iglesias Ruiz
This paper investigates the use of open strategizing within a high-technology new venture during rapid growth. Open strategy can facilitate growth but also presents a dilemma when increased managerial control becomes necessary, particularly with high-risk growth phases. Drawing on the work of Deleuze and Guattari, we distinguish between two forms of open strategizing - rhizomatic and arborescent -
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Willingness to include: Enabling pro-social strategies in private settings Long Range Plan. (IF 7.4) Pub Date : 2024-08-10 F.D. Domingos, A.D. Caluz
This paper examines how private firms can align financial and social goals by including disenfranchised populations as beneficiaries. Using a quasi-experimental study in a Brazilian private for-profit school, we explore whether enfranchised (non-vulnerable) and disenfranchised (income-constrained) students benefit from interacting in more diverse settings. First, we find that diversity improves the
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The moderating effects of national cultural practices on the relationship between international diversification strategies and corporate environmental responsibility disclosures Long Range Plan. (IF 7.4) Pub Date : 2024-08-03 Rakesh B. Sambharya, Irene Goll
This study examines the relationships between an important market strategy (international diversification) and corporate environmental responsibility disclosure (CERD), a nonmarket strategy. We rely on institutional theory and the stakeholder perspective and hypothesize a positive relationship between international diversification and CERD. We also hypothesize a direct effect of performance-based cultural
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How do platform multinational corporations address emerging challenges in the global landscape? A ‘READ’ framework Long Range Plan. (IF 7.4) Pub Date : 2024-07-20 Ronaldo Parente, Ke Rong, Xinwei Shi, Zhengyao Kang, Di Zhou
The prevalence of platform-based multinational corporations (PMNCs) has been increasing, and these businesses are encountering several growing challenges. These challenges include the dynamics and diversification of the global egulatory context (R), the evolution of platform cosystems as innovative organization forms (E), the emergence of rtificial intelligence technologies as a new capability (A)
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Strength in numbers: Scale, scope, and performance in multipartner alliances Long Range Plan. (IF 7.4) Pub Date : 2024-07-14 Ramin Vandaie, John P. Bechara
The general assumption is that multipartner alliances are increasingly favored by firms as means of creating larger pools of shared resources and capabilities. Yet, extant literature has hardly moved beyond anecdotal evidence to systematically address the mechanisms driving their configuration and performance. This study is a step toward clarifying important unknowns about multipartner alliances by
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A layered governance approach to regulating Big Tech Long Range Plan. (IF 7.4) Pub Date : 2024-07-02 Maria Jose Murcia, Roy Suddaby
After decades of unregulated growth, the world's largest technology companies have now attracted the attention of regulators in both Europe and the US. Regulating “Big Tech”, however, has proven to be challenging, partly because of their size, but also because of their strategic importance in maintaining a competitive advantage between western nation-states and rising economies in Asia. The paradox
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The dual-edged sword effect of reciprocal information exchanges within partnerships on performance: The mediating role of creativity Long Range Plan. (IF 7.4) Pub Date : 2024-06-28 Silvio Luis de Vasconcellos, Renata Giacomin, Fernando Jorge da Silva, Bruno Barreto de Góes
This study investigates the impact of reciprocal information exchanges within partnerships on organizational performance, with a focus on the mediating role of organizational creativity. We conducted a quantitative investigation using a survey of 401 micro, small, and medium enterprises (MSMEs) in Brazil, and analyzed the data using multivariate regression analysis. Our primary contribution to the
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A balancing act: Independent and interdependent effects of board of directors and top management team gender composition on innovation Long Range Plan. (IF 7.4) Pub Date : 2024-06-05 Marcelo J. Alvarado-Vargas, Melanie P. Lorenz, Michel Hermans
The demographic composition of a firm's Board of Directors (BoD) and Top Management Team (TMT) has important consequences for organizational processes and outcomes. However, researchers have focused on the independent effects of diversity in these strategic leadership groups (SLGs), foregoing how it affects their interactions. We adopt a strategic leadership system perspective to account for tasks
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Investment horizon, slack resources, and firm performance: Evidence from privately held european firms Long Range Plan. (IF 7.4) Pub Date : 2024-06-03 Vivien Lefebvre
Short-termism in investment decisions often results in poor firm performance, though excessively long investments can also harm performance by reducing internal flexibility. This study investigated a quadratic, inverted U-shaped relationship between investment horizon and performance. Building on agency theory and resource-constraint arguments, we proposed that organizational slack moderates the relationship
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Strategic inertia and renewal: Contrasting responses to market changes Long Range Plan. (IF 7.4) Pub Date : 2024-04-20 Luis Perini, Jorge Carneiro, Kent D. Miller
The academic, consulting, and practitioner-oriented literatures present many examples of companies that have failed to adapt their strategy in the face of a changing competitive arena, even when their top managers and executives acknowledged the need for change—and had a reasonable idea of what ought to be done. By means of an in-depth study of two polar cases of large companies from the fast-moving
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To replicate or to renew your business model? The performance effect in dynamic environments Long Range Plan. (IF 7.4) Pub Date : 2024-04-10 Cornelis V. Heij, Henk W. Volberda, Rick M.A. Hollen
It is often assumed that business model innovation drives firm performance, especially when firms operate in highly dynamic environments. However, despite the rise in research on business models, there is little systematic evidence of how various levels of environmental dynamism actually influence the performance effects of two basic types of business model innovation, namely replication (i.e., scaling
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Career concerns of young and old CEOs: Their effect on R&D spending in the software industry Long Range Plan. (IF 7.4) Pub Date : 2024-03-24 Zheng Cheng, David B. Wangrow, Vincent L. Barker III
The age-related career concerns of Chief Executive Officers (CEOs) have generated considerable research attention over the past 25 years. Despite theory that both very young and very old CEOs may have career concerns that encourage pursuit of short-term profitability at the expense of long-term investment, the vast majority of past studies have examined whether firms with CEOs who are nearing retirement
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How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance Long Range Plan. (IF 7.4) Pub Date : 2024-03-17 Jake Duke, Taha Havakhor, Rachel Mui, Owen Parker
Taking a social networks approach to the performance feedback model from the Behavioral Theory of the Firm (BTOF), we examine how a firm’s position within a strategic alliance network—and the structure surrounding that position—creates distinct pressures that differentially impact decision makers’ problemistic search intensity to social and historical underperformance. We test our predictions on a
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Operating synergy and post-acquisition integration in corporate acquisitions: A resource reconfiguration perspective Long Range Plan. (IF 7.4) Pub Date : 2024-02-29 Tuhin Chaturvedi, Carmen Weigelt
We theorize that contingent on whether acquisitions put more emphasis on realizing cost versus revenue synergy, they require different degrees of post-acquisition integration due to their different resource reconfiguration requirements. We use data from 448 US-based acquirers and 1452 domestic acquisitions to find strong support for our theoretical conjecture. On the one hand, we find that for acquisitions
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A microfoundational view of the interplay between open innovation and a firm's strategic agility Long Range Plan. (IF 7.4) Pub Date : 2024-02-27 Steven Hutton, Robert Demir, Stephen Eldridge
Open innovation can support firms looking to deploy strategic agility through product innovations during periods of market and technological change. However, existing research lacks a comprehensive understanding of the microfoundations that underlie strategic agility in the context of open innovation. We address this gap using an in-depth analysis of a firm's open innovation activities in support of
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Rethinking new venture growth: A time series cluster analysis of biotech startups’ heterogeneous growth trajectories Long Range Plan. (IF 7.4) Pub Date : 2024-02-14 Vincent Göttel, Yasmina Lichtinger, Andreas Engelen
Startups are crucial job creators and drivers of economic growth. Research on startups has predominantly targeted high-growth startups, while a comprehensive understanding of alternative growth journeys remains limited. Addressing this gap, we employ the theory of early firm growth and the time-calibrated theory of entrepreneurial action to examine 416 biotech startups. We use time series cluster analysis
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Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention Long Range Plan. (IF 7.4) Pub Date : 2024-02-10 Erik Fernandes, Ana Burcharth
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Absorptive capacity components: Performance effects in related and unrelated diversification Long Range Plan. (IF 7.4) Pub Date : 2024-01-24 Tobias Kretschmer, Pavlos C. Symeou
We study how firms can benefit from external knowledge resources contingent on absorptive capacity. We separate the three components of absorptive capacity – acquiring, assimilating, and exploiting external knowledge – and posit that the benefits of a firm's knowledge expansion through diversification into related and unrelated business domains differ by the firm's relative emphasis on the three components
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Strategic design of culture for digital transformation Long Range Plan. (IF 7.4) Pub Date : 2024-01-12 Aurangzeab Butt, Faisal Imran, Petri Helo, Jussi Kantola
Industrial organizations need to take a cultural leap in order to integrate social systems with rapidly evolving digital technologies. Subsequently, aspiration for digital transformation enabled by organizational culture is ubiquitous; however, guidance in the literature on how to refresh the culture in pursuit of digital transformation strategy is underdeveloped. We conducted a diagnostic multi-case
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Project managers and decision making: Conditional cognitive switching and rationally stepping up Long Range Plan. (IF 7.4) Pub Date : 2024-01-09 Agnieszka Nowińska, Torben Pedersen
Decision makers switch between analytical-rational and intuitive-experiential approaches to decision making, a phenomenon termed “cognitive gear switching.” Such switching is crucial for decision making in any organization. However, how decision makers switch between the intuitive-experiential and analytical-rational approaches, the interplay between these approaches and contextual factors remains
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The micro-foundations of ambidexterity for corporate social performance: A study on sustainability managers’ response to conflicting goals Long Range Plan. (IF 7.4) Pub Date : 2024-01-04 Maria Carmela Annosi, Elisa Mattarelli, Domenico Dentoni, Antonio Messeni Petruzzelli
Studies on corporate social performance advocate that interrelated yet conflicting goals, such as sustainability and profitability, give rise to specific dynamics and inherent tensions, and call for more research to investigate how the duality of goals is managed by specific individuals in organizations. Through a micro-foundational view of ambidexterity for corporate social performance, and by relying
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The high-end bias - A decision-maker preference for premium over economy innovations Long Range Plan. (IF 7.4) Pub Date : 2024-01-01 Ronny Reinhardt, Sebastian Gurtner, Jake D. Hoskins, Abbie Griffin
Deciding which new product concepts to develop is an important strategic management decision. One part of it is to decide whether to develop “premium” products, priced above the average product on the market, or “economy” products, priced lower than the average product on the market. We hypothesize that, ceteris paribus, firms and individual decision makers prefer premium over economy innovation projects
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Intended or unintended strategy? The activities of middle managers in strategy implementation Long Range Plan. (IF 7.4) Pub Date : 2023-12-28 Annabel Christie, Esther Tippmann
When top managers task middle managers with implementing strategies, those strategies are often executed in a deviated form, which leads to the creation of unintended strategies. Despite much research on middle managers and their role and behaviors in strategy implementation, there is still only a limited understanding of the implementation activities that result in intended and unintended strategies
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When strategy is a dirty word: The role of visuals in sensegiving strategy to a skeptical audience Long Range Plan. (IF 7.4) Pub Date : 2023-12-28 Antonius van den Broek, Jonathan Gander
When setting a new strategy for their firm, managers engage in a range of sensegiving activities designed to introduce the new direction and explain the reasons for the change. These communication events commonly involve the use of strategic management terms and concepts to explain and justify the prescribed strategy. Literature thus far assumes that audiences understand and agree that these terms
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The impact of global city location intensity on MNE performance: Leveraging learning and connectivity Long Range Plan. (IF 7.4) Pub Date : 2023-12-15 Helen S. Du, Ana Colovic
Building on recent international business research that embraces insights from economic geography, we hypothesise that MNEs locating a high share of the total number of their subsidiaries in global cities (which we conceptualize as global city location intensity) exhibit higher financial performance. We further argue that knowledge-intensive firms benefit more from global city location intensity than
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In the eye of the beholder: Stakeholder perceived value in sustainable business models Long Range Plan. (IF 7.4) Pub Date : 2023-12-02 Simon Norris
The sustainability of business models is commonly determined by their value creation for a wide range of stakeholders. This value is primarily conceptualised through the aggregated macro-level Triple Bottom Line (TBL) dimensions of social, ecological and economic value. However, few business model studies provide an explanation as to why and how stakeholders see such value in a business model. A problematising
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Mergers and acquisitions research: Time for a theory rejuvenation of the field Long Range Plan. (IF 7.4) Pub Date : 2023-11-03 Duncan Angwin, David Kroon, Nicola Mirc, Nuno Oliveira, Shameen Prashantham, Audrey Rouzies, Janne Tienari
Abstract not available
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Resource orchestration at the top: CEO succession origin, top management team role restructuring and firm performance Long Range Plan. (IF 7.4) Pub Date : 2023-10-20 Marta Domínguez-Cc, Bárbara Larrañeta, Jose Luis Galán
Abstract not available
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The impact of digitalization on internationalization from an internalization theory lens Long Range Plan. (IF 7.4) Pub Date : 2023-10-18 Netanel Drori, Todd Alessandri, Yakov Bart, Ram Herstein
Digitalization is challenging traditional international business theories, shifting emphasis from the flows of goods and services to the flows of data, information, and knowledge, changing the distribution of international activity. From the internalization theory lens, we suggest that digitalization is reducing market imperfections, but this effect varies across industries, positing a linkage between
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Organizational identity and performance: An inquiry into nonconforming company names Long Range Plan. (IF 7.4) Pub Date : 2023-10-11 Mario Daniele Amore, Mircea Epure, Orsola Garofalo
Choosing the right company name is challenging and may have major consequences for firm prospects. Drawing on the strategic conformity literature, we investigate the implications of “nonconforming” company names, i.e. foreign sounding and family-unrelated, for family firms’ performance. Consistent with the idea that such names endow the business with greater visibility and recognition, we find that
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Implications of mergers and acquisitions for information disclosures in earnings calls Long Range Plan. (IF 7.4) Pub Date : 2023-09-20 Roberto Ragozzino, Jeffrey J. Reuer
We examine the linkages between firms' M&A activity and the information exchange between executives and analysts during quarterly earnings calls. Prior M&A research has mostly focused on the considerations presented by information asymmetry between buyers and sellers themselves in M&A. However, these concerns also exist between the buying firm's executives and capital markets. We examine whether firms'
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Generalizing event studies using synthetic controls: An application to the Dollar Tree–Family Dollar acquisition Long Range Plan. (IF 7.4) Pub Date : 2023-09-14 Amirhossein Zohrehvand, Anil R. Doshi, Bart S. Vanneste
Event studies, which have significantly advanced mergers and acquisitions (M&A) research, obtain excess returns based on a theory linking a firm's shareholder returns to those of the market. For outcomes lacking such a theory, we propose an empirical approach using a synthetic control method with machine learning to link outcomes for the acquirer or target to those for a group of comparison firms.
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Learning ‘from’ vs. learning ‘about’ partners in pre-acquisition strategic alliances: The role of familiarity Long Range Plan. (IF 7.4) Pub Date : 2023-09-13 Yueling Zhou, Emanuel Gomes, Ferran Vendrell-Herrero
The relationship between pre-acquisition alliances and post-acquisition performance has been widely recognized, but there are differing explanations from existing theoretical perspectives. On the one hand, organizational learning emphasizes that prior strategic alliances allow the acquiring firm to learn from the target company, gaining new technological knowledge and skills. On the other hand, relational
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Which partners become targets? The role of location in partner acquisitions Long Range Plan. (IF 7.4) Pub Date : 2023-09-07 Florian Noseleit, Isabel Estrada, Killian McCarthy
This paper seeks to explain how location affects the likelihood of partner acquisition. We develop a novel framework that (i) emphasizes the decoupling between a firm's headquarters and its alliance-making division and their roles regarding alliance management and partner acquisition decisions and (ii) highlights that these decisions are contingent on location-related factors that shape the structural
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Mission statement and social impact: Shedding light on the contribution of Italian B corps to society Long Range Plan. (IF 7.4) Pub Date : 2023-08-26 Giorgio Mion, Angelo Bonfanti, Veronica De Crescenzo, Cristian R. Loza Adaui
This qualitative study examines the relationship between the mission statements of 161 Italian B Corps and their social impact performance, measured by the B Impact Assessment (BIA). The research combined different qualitative methods: content analysis, text mining, and fuzzy-set qualitative comparative analysis (fsQCA) in a homogeneous research design to explore the content of B Corps mission statements
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Do peers’ negative earnings surprises Stifle corporate social responsibility? Long Range Plan. (IF 7.4) Pub Date : 2023-08-07 Rong Gong
This study examines the effects of rival firms' negative earnings surprises on focal firm's corporate social responsibility (CSR) investment. I theorize that rival firms' negative earnings surprises attract stronger scrutiny by shareholders in the focal firm, which exposes short-term pressure on the focal firm and makes it limit investments in socially responsible activities. I find that rival firms'
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Speeds of post-merger integration: The roles of chronos and kairos in M&As Long Range Plan. (IF 7.4) Pub Date : 2023-08-04 Mark Thomas, Duncan Angwin, Ioannis C. Thanos, Gazi Islam, Robert Demir
Mergers and acquisitions (M&A) are major events in organizational development and the post-merger phase is widely recognised as being crucial for value creation. One of the most important decisions in this process is the speed of integration. However, despite a growing body of literature on this subject, conclusions remain a source of persistent equivocality. In fact, this debate has been dominated
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Do board interlocks affect the frequency and pace of cross-border acquisitions by emerging market firms? Long Range Plan. (IF 7.4) Pub Date : 2023-08-01 Faisal M. Ahsan, Sathyajit R. Gubbi, Manish Popli
In emerging markets, where strategic information is hard to obtain and often unreliable, how local firms acquire information to execute cross-border acquisitions is unclear. In this paper, we posit that when the market for information is weak, and firms lack experiential knowledge, board interlocks with other cross-border acquirers affect the frequency and pace of cross-border acquisitions. Furthermore
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Impacts of strategic exploitation and exploration on firms’ survival likelihood after crises: A decision-tree analysis Long Range Plan. (IF 7.4) Pub Date : 2023-07-29 Christine Chou, Ying-Ho Liu, Kuo-Pin Yang
Whether firms can survive a major crisis is an important question for both researchers and practitioners. Ambidexterity is frequently proposed as a sound strategy to achieve best performance when firms exist in turbulent environments; however, it is unclear whether this effect is sustained in a crisis, especially an internal one. Applying configuration and dynamic capability theories, this study extends
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Emotions in the strategic management of family business organizations: Opening up the black box Long Range Plan. (IF 7.4) Pub Date : 2023-07-29 Alfredo De Massis, Kimberly A. Eddleston, Isabella Hatak, Ronald H. Humphrey, Evila Piva, Yi Tang
Emotions play a crucial role in the strategic management of family business organizations (FBOs). Yet, they are commonly treated as a black box, and we have a limited understanding of their antecedents, and the processes and mechanisms through which they develop and unfold in FBOs, ultimately leading to strategic outcomes. This paper opens the black box and develops a framework for studying emotions
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Managing goal heterogeneity in strategic initiatives Long Range Plan. (IF 7.4) Pub Date : 2023-07-04 Erim Ergene, Steven Floyd, Seray Ergene
Strategic initiatives are temporary group undertakings designed to renew organizational capabilities and are crucial to organizational performance. Despite the inherent goal heterogeneity stemming from individual, departmental, organizational, and initiative levels, research conceptualizes goals as unitary within the team. Our objective is to explore ways to manage goal heterogeneity for the successful
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When less may be more: A dyadic view of franchise contracts Long Range Plan. (IF 7.4) Pub Date : 2023-06-24 Shiau-Ling Guo
Research on contractual governance has traditionally viewed exchange hazards as having mutual effects on contractual design at the transaction level. To advance our understanding of contracting decisions in interorganizational relationships, I depart from the traditional emphasis on the mutual aspects of interorganizational relationships by examining how exposure to idiosyncratic exchange hazards may
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What drives integration teams to achieve high integration process performance in absorption acquisitions? A configurational analysis Long Range Plan. (IF 7.4) Pub Date : 2023-06-10 Norbert Steigenberger, Mark Ebers
Integration process performance, capturing the extent to which integration teams realize their integration milestones, is significant in absorption acquisitions, because it constitutes an important intermediate step towards eventual M&A performance. Still, we know little about the conditions that motivate and enable integration teams to attain the goals of the post-acquisition integration process.
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How cross-cultural experience shapes emerging-market multinationals’ domestic performance after a cross-border acquisition Long Range Plan. (IF 7.4) Pub Date : 2023-06-05 Guus Hendriks, Arjen H.L. Slangen, Pursey P.M.A.R. Heugens
Although many cross-border acquisitions (CBAs) by emerging-market multinationals (EMMs) are aimed at improving domestic operating performance, the conditions under which such CBAs are the most effective have been underexplored. Drawing on global strategy research on resource recombination and organizational learning, we propose that the effectiveness of domestic-improvement oriented CBAs crucially
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Transforming the music industry: How platformization drives business ecosystem envelopment Long Range Plan. (IF 7.4) Pub Date : 2023-05-19 Amber Geurts, Katharina Cepa
Digitalization allows new entrants to enter and transform industries with new technologies or business models. Often, these new entrants introduce digital platforms that modify prevalent value creation and capture mechanisms to allow them to take on powerful keystone positions. While prior research has mostly analysed the organizational consequences for firms, we follow a growing field of interest
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Towards a more inclusive notion of values in acquisition research Long Range Plan. (IF 7.4) Pub Date : 2023-05-18 Olimpia Meglio, Svante Schriber
Acquisition research is intensely concerned with how acquisitions affect economic value, primarily looking at shareholder value, while overlooking or ascribing other values a subordinate role. We argue that this is unnecessarily restrictive and leaves out important values in acquisitions. To remedy this state of affairs, we critically engage with the notion of value in acquisitions with the aim of
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Opening up corporate political strategizing – An institutional work approach Long Range Plan. (IF 7.4) Pub Date : 2023-05-17 Andrew Barron
I apply an institutional lens to explore how strategists in a pharmaceuticals firm successfully include managers in the formulation and implementation of corporate political activity (CPA). I depict these strategists as institutional carriers who face mindset-, skills-, and commitment-related barriers when importing new industry norms favoring inclusive CPA processes into an organizational setting
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The dynamics of union-management collaboration during postmerger integration Long Range Plan. (IF 7.4) Pub Date : 2023-05-10 Inger G. Stensaker, Helene Loe Colman, Birgitte Grøgaard
Collaboration between unions and management may facilitate postmerger integration, however collaboration can also be time-consuming and challenging. Using a qualitative case study, we examined union–management collaboration in the integration of two Norwegian firms. The integration was split into two processes, involving different business units. While both processes were designed according to similar
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Revisiting the relatedness hypothesis: The impact of merger relatedness on acquiring and rival firm value Long Range Plan. (IF 7.4) Pub Date : 2023-04-21 Joseph A. Clougherty, Tomaso Duso
Despite intuitive appeal, empirical evidence supporting the relatedness hypothesis has been scant, as it has not been established that related acquisitions generally outperform unrelated acquisitions. In considering the impact of merger relatedness on not only acquiring-firm value – as is standard in the relatedness literature – but also on non-merging rival firm value, we offer an alternative perspective
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The competitive effects of financial and fiscal institutional arbitrage opportunities: Evidence from cross-border M&AS Long Range Plan. (IF 7.4) Pub Date : 2023-04-19 Valentina Fani, Dimitrija Kalanoski, Olivier Bertrand
This study investigates whether and when differences in the financial and fiscal regulatory systems between the countries of acquirers and targets that engage in cross-border M&As influence rivals' corporate responses. Drawing on the institutional arbitrage and competitive dynamics logics, we argue that cross-border M&As that provide opportunities for financial institutional gains for the targets and
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The role of intuiting practices in navigating strategic opportunities Long Range Plan. (IF 7.4) Pub Date : 2023-04-18 Christian Walsh, Paul Knott, Jamie Collins
This study addresses the question of how strategists use intuiting practices in the process of sensing, navigating and creating strategic opportunities. Existing literature highlights the significant role and nature of intuition in strategy from a theoretical cognitive perspective, but does not examine intuition empirically as a practice utilised by strategists. We undertook a two-year longitudinal
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Letting go or pushing forward: Director death and firm risk-taking Long Range Plan. (IF 7.4) Pub Date : 2023-04-12 David H. Weng, Kwang-Ho Kim
We draw on behavioral strategy, terror management, and post traumatic growth theories to examine how a sudden director death may affect firm risk-taking. Two opposing predictions are developed. One is that a director death can trigger anxiety, prompting a CEO to become less committed to his or her job and decreasing a firm's risk-taking tendency. Alternatively, the passing of a director may evoke death
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Reaching beyond the acquirer-target dyad in M&A – Linkages to external knowledge sources and target firm valuation Long Range Plan. (IF 7.4) Pub Date : 2023-03-20 Christoph Grimpe, Katrin Hussinger, Wolfgang Sofka
Access to unique knowledge of a target firm is the strategic rationale for many firm acquisitions with the expectation of improving the acquirer's innovation performance. We argue that the acquisition price reflects opportunities for value creation through innovation and investigate whether acquirers pay not just for the target firm's knowledge but also for the opportunity to access localized knowledge
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Open strategizing on social media: A process model of emotional mechanisms and outcomes from un-orchestrated participation Long Range Plan. (IF 7.4) Pub Date : 2023-03-15 Eva-Lena Lundgren-Henriksson, Virpi Sorsa
This study extends the discussion on open strategizing by following the development of unlimited participation in an ex-ante city merger case where participation was not orchestrated. The findings unravel how the aggregation of emotional expressions on social media results in an escalating conflict, and initiates attempts to mitigate grounded in decision-makers’ reflexiveness of social becoming(s)