Browsing by Subject "Strategic management"
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Origins, Key Tenets and Research GapsFoss, Nicolai J.; Lyngsie, Jacob (Frederiksberg, 2011)[More information][Less information]
Abstract: The field of strategic entrepreneurship is a fairly recent one. Its central idea is that opportunity-seeking and advantage-seeking—the former the central subject of the entrepreneurship field, the latter the central subject of the strategic management field— are processes that need to be considered jointly. The purpose of this brief chapter is to explain the emergence of SE theory field in terms of a response to research gaps in the neighboring fields of entrepreneurship and strategic management; describe the main tenets of SE theory; discuss its relations to neighboring fields; and finally describe some research gaps in extant theory, mainly focusing on the need to provide clear microfoundations for SE theory and link it to organizational design theory. URI: http://hdl.handle.net/10398/8249 Files in this item: 1
SMG WP 7_2011.pdf (278.0Kb) -
Foss, Nicolai J. (Frederiksberg, 2011)[More information][Less information]
Abstract: This chapter discusses entrepreneurship in the context of the RBV. What does the RBV have to say that the study of entrepreneurship may usefully draw on? And, conversely, how can entrepreneurship research further the RBV? I begin by sketching the RBV. I then discuss the relation between the RBV and entrepreneurship research, before I characterize a new research stream that has emerged over the last decade or so in the intersection of the RBV and entrepreneurship research, namely “strategic entrepreneurship.” URI: http://hdl.handle.net/10398/8251 Files in this item: 1
SMG WP 8_2011.pdf (234.9Kb) -
A strategic management analysis on activity levelØrberg Jensen, Peter D.; Petersen, Bent (Frederiksberg, 2011)[More information][Less information]
Abstract: In this exploratory study we take a strategic management approach to global sourcing of advanced services. We discuss in which ways conventional sourcing differs from strategic sourcing and what impels firms to aim for the latter (or, prevent them from doing so). Potentially, strategic global sourcing of services has high returns, but is also associated with high risks and needs for organizational changes. Strategic global sourcing may therefore be outside firms’ “comfort zone” – a composite of organizational knowledge transferability, structural inertia, managers’ risk preferences, and – most interesting in a strategic management perspective ‐ their ability to mitigate risks of strategic global sourcing. One important risk reducing measure is internalization of (out)sourced service activities. Many firms instigate global sourcing via conventional offshore outsourcing. However, as the human asset specificity of the outsourcing operation increases, firms are pulled out of their comfort zones and a desire for internalization arises. An illustrative company case gives suggestions as to how, in practice, internalization may be accomplished without losing valuable human assets held by the local service providers. URI: http://hdl.handle.net/10398/8487 Files in this item: 1
oerberg_jensen_petersen_2011_2.pdf (352.2Kb) -
A strategic management analysisØrberg Jensen, Peter D.; Petersen, Bent (Frederiksberg, 2011)[More information][Less information]
Abstract: In this exploratory study we take a strategic management approach to global sourcing of advanced services. We discuss in which ways conventional sourcing differs from strategic sourcing and what impels firms to aim for the latter (or, prevent them from doing so). Potentially, strategic global sourcing of services has high returns, but is also associated with high risks and needs for organizational changes. Strategic global sourcing may therefore be outside firms’ “comfort zone” – a composite of organizational knowledge transferability, structural inertia, managers’ risk preferences, and – most interesting in a strategic management perspective ‐ their ability to mitigate risks of strategic global sourcing. One important risk reducing measure is internalization of (out)sourced service activities. Many firms instigate global sourcing via conventional offshore outsourcing. However, as the human asset specificity of the outsourcing operation increases, firms are pulled out of their comfort zones and a desire for internalization arises. An illustrative company case gives suggestions as to how, in practice, internalization may be accomplished without losing valuable human assets held by the local service providers. URI: http://hdl.handle.net/10398/8494 Files in this item: 1
oerberg_jensen_petersen_2011.pdf (357.2Kb) -
A Goal-Framing Perspective on the Drivers of Value CreationFoss, Nicolai J.; Lindenberg, Siegwart (Frederiksberg, 2013)[More information][Less information]
Abstract: Scholars increasingly seek to proffer microfoundations for macro management theory, notably strategic management theory. These microfoundations naturally revolve around human resources. We argue that proper microfoundations for strategic management theory must recognize that the management of motivation is first and foremost a matter of the management of cognitions of organizational members, an insight that we found in goal-framing theory, an emerging perspective based on cognitive science, behavioral economics, and social psychology. Building on this insight, we argue that a key reason why strategic goals matter to firm performance──that is, firm-level value creation and value capture and sustained competitive heterogeneity──is that such goals influence value creation rooted in employee motivations. Unfolding this idea allows us to generate new insight in the relations between value creation, strategic leadership and strategic goals. URI: http://hdl.handle.net/10398/8668 Files in this item: 1
SMGWP2013_5.pdf (711.6Kb) -
Theory and Practice of Stakeholder Engagement in ScandinaviaStrand, Robert; Freeman, R. Edward (Frederiksberg, 2012)[More information][Less information]
Abstract: In this article we clarify the historical roots of stakeholder theory to establish that a much larger role was played by Scandinavian thinkers in its development than is currently acknowledged. We show that important contributions to the stakeholder concept were being made by Eric Rhenman and his Scandinavian contemporaries in parallel to the contributions from the Stanford Research Institute (SRI) in the early 1960s and thereafter and thus are not a “historical trail” as they are currently labeled. Therefore we offer a significant modification to the historical narrative as presented in Strategic Management: A Stakeholder Approach (Freeman, 1984). These important Scandinavian contributions include the first publication and description of the expression „stakeholder‟ in management literature accessible to scholars throughout the world and the introduction of the first stakeholder map to the management literature. We use this occasion to consider potential relationships between these early Scandinavian contributions to the stakeholder concept with current practices of well-known Scandinavian companies. Through this we contend the evidence suggests relationships worthy of further considerations. We conclude by endorsing the expression “Scandinavian cooperative advantage” through which we intend to provoke increased attention from beyond Scandinavia. Cooperation between companies and their stakeholders is increasingly recognized as necessary for the social and environmental sustainability of world and the long-term profitability of companies where we contend inspiration for such cooperation may be prosperously drawn from Scandinavia. URI: http://hdl.handle.net/10398/8657 Files in this item: 1
Strand_Freeman_WP01-2012.pdf (1.319Mb)
Now showing items 1-6 of 6