Department of Strategic Management and Globalization (SMG)
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Linder, Stefan; Foss, Nicolai J. (Frederiksberg, 2013)[More information][Less information]
Abstract: Agency theory studies the problems and solutions linked to delegation of tasks from principals to agents in the context of conflicting interests between the parties. Beginning from clear assumptions about rationality, contracting and informational conditions, the theory addresses problems of ex ante (“hidden characteristics”) as well as ex post information asymmetry (“hidden action”), and examines conditions under which various kinds of incentive instruments and monitoring arrangements can be deployed to minimize the welfare loss. Its clear predictions and broad applicability have allowed agency theory to enjoy considerable scientific impact on social science; however, it has also attracted considerable criticism. [99 words] URI: http://hdl.handle.net/10398/8693 Files in this item: 1
Linder_Foss_SMGWP2013_7.pdf (759.4Kb) -
Foss, Nicilai J.; Klein, Peter G.; Linder, Stefan (Frederiksberg, 2013)[More information][Less information]
Abstract: Austrian economics focuses on markets, but has much to say about organizations. In particular, Austrian insights on the structure of production, the heterogeneity and subjectivity of resources, the nature of uncertainty, the role of monetary calculation, and the function of the entrepreneur provide solid foundations for a distinctly Austrian theory of organizations. We review these insights, discuss recent literature on Austrian economics and the theory of the firm, and suggest new directions for developing and extending an Austrian approach to organizations. URI: http://hdl.handle.net/10398/8692 Files in this item: 1
Foss_Klein_Linder_SMGWP2013.pdf (544.3Kb) -
Foss, Nicolai J.; Lyngsie, Jacob; Zahra, Shaker A. (Frederiksberg, 2013)[More information][Less information]
Abstract: Research highlights the role of external knowledge sources in the recognition of strategic opportunities, but is less forthcoming with respect to the role of such sources during the process of exploiting or realizing opportunities. We build on the knowledge-based view to propose that realizing opportunities often involves significant interactions with external knowledge sources. Organizational design can facilitate a firm’s interactions with these sources, while achieving coordination among organizational members engaged in opportunity exploitation. Our analysis of a double-respondent survey involving 536 Danish firms shows that the use of external knowledge sources is positively associated with opportunity exploitation, but the strength of this association is significantly influenced by organizational designs that enable the firm to access external knowledge during the process of exploiting opportunities. URI: http://hdl.handle.net/10398/8680 Files in this item: 1
SMGWP2013_6.pdf (545.6Kb) -
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) -
Møller Larsen, Marcus (Frederiksberg, 2013)[More information][Less information]
Abstract: Offshoring can be defined as the relocation of organizational tasks and services to foreign locations. Increasingly, firms experience that unforeseen costs and difficulties of managing offshoring undercut anticipated benefits; that unexpected challenges of offshoring jeopardize and eventually undermine initial objectives. Guided by the research question—what are the organizational consequences of offshoring?—the purpose of this thesis is to investigate why some firms fail when offshoring and other do not. The thesis consists of four research papers using various datasets and methodologies that investigate offshoring in an organizational context. The first paper investigates how the complexity of offshoring leads to ‘hidden costs’ of implementing offshoring activities. The second paper looks at how these hidden reconfiguration costs influence the process performance of the offshored activity and how this relationship is moderated by the modularity of that activity. The third paper investigates the effect of the organizational reconfiguration of offshoring on firms’ strategies. The final paper studies different strategies of adaptation in offshoring. Taken together, this thesis argues that whether firms relocate activities with the purpose of accessing resources or as a response to political pressures, the process of offshoring presents firms with the challenge of coordinating and integrating offshoring activities in a global organization. The complexities and uncertainties of an organization consisting of a number of offshored activities (in contrast to an organization with only co-located activities) require firms to invest additional resources in coordination mechanisms so that an efficient reintegration can be achieved. URI: http://hdl.handle.net/10398/8669 Files in this item: 1
Marcus_M _Larsen.pdf (1.714Mb)
