Browsing Department of Strategic Management and Globalization (SMG) by Year Published
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The effect of diagnostic capability and implementation capabilityHarder, Mie (Frederiksberg, 2011)[More information][Less information]
Abstract: Management innovation is the introduction of new management practices that significantly alter the way the work of management is performed. Building on behavioral theory of the firm, this paper explores the effect of firms’ diagnostic capability and implementation capability on the likelihood of adopting new‐to‐thefirm and new‐to‐the‐industry management innovations. The paper finds that formalized activities directed at developing and implementing management innovations as well as CEO novelty increases the likelihood of innovating in both categories. Also, top management team (TMT) diversity increases the likelihood of adopting new‐to‐the‐industry innovations. The paper does not find a direct effect of performance decline on the likelihood of implementing management innovation, but two variables, TMT diversity and previous experience, positively moderate the relationship between performance decline and new‐to‐the‐industry management innovation. URI: http://hdl.handle.net/10398/8247 Files in this item: 1
SMG_WP_3_2011.pdf (1.199Mb) -
The Effect of Diagnostic Capability and Implementation CapabilityHarder, Mie (Frederiksberg, 2011)[More information][Less information]
Abstract: This paper adopts a behavioral theory of the firm perspective in order to compare the antecedents of two types of innovation: Management innovation refers to the adoption of new management practices or organizational structures, whereas product innovation refers to the introduction of new products or services on the market. The study further distinguishes between two categories of innovation within each type: new to the firm and new to the industry innovations. The findings indicate that there are more differences than similarities between the antecedents of the two types of innovation. However, adopting either type of innovation increases the likelihood of simultaneously adopting the other. URI: http://hdl.handle.net/10398/8248 Files in this item: 1
SMG_WP_5_2011.pdf (393.8Kb) -
The Role of Internal AntecedentsHarder, Mie (Frederiksberg, 2011)[More information][Less information]
Abstract: Management innovation is the introduction of new management practices, processes, techniques or organizational structures that significantly alter the way the work of management is performed. This paper examines a particular characteristic of management innovation: i.e. pervasiveness. Based on the behavioral theory of the firm, the determinants of firms’ adoption of pervasive management innovations are explored. I find that performance shortfalls have a direct positive effect on the pervasiveness of adopted innovations. Likewise, I find a direct effect of education level, richness of internal communication and CEO novelty on pervasiveness. URI: http://hdl.handle.net/10398/8246 Files in this item: 1
SMG_WP_4_2011.pdf (357.1Kb) -
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) -
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) -
Moberg, Kåre (Frederiksberg, 2011)[More information][Less information]
Abstract: Interest in entrepreneurship education is growing over the world, especially in innovation based economies, such as Denmark (GEM, 2010). However, we know rather little about the outcomes of entrepreneurship education, in particular with respect to which type of course content produces the best results (i.e. most high performing entrepreneurs) and how this affects different types of students. There is a great variety of different views in the field of research concerning the content and structure of entrepreneurship courses, but no comprehensive study has yet been done in which these competing views are clearly articulated as rivals and tested against each other. There is also a lack of programme evaluations that use control groups and have a longitudinal design (Gorman, Hanlon & King, 1997; Karlsson & Moberg, 2011; Matlay, 2008). Those that have this setup often experience methodological problems due to their conceptual framework (Krueger, 2009), or they have a view of entrepreneurship that does not take into account the advancements within research that have been made during the last decade (Sarasvathy, 2008). Thus, we clearly need to dig deeper into this field in order to create methods and models that allow us to evaluate the outcomes of different types of entrepreneurship courses. In the beginning of 2011, the Danish Foundation for Entrepreneurship – Young Enterprise initiated a research project with the aim to further our understanding of the type of impact entrepreneurship education and different educational designs have on different types of students. Two longitudinal surveys, one with a focus on elementary- and secondary-level education and one with focus on tertiary-level education, will be performed and databases with students from all levels of the Danish educational system will be created. The surveys will use entrepreneurial self-efficacy (Mauer, Neergaard & Kirketerp, 2009) as a performance indicator, but in order to generate robust results the development of new measurement tools is needed. In this paper the initial phases of this project and the research design of these two surveys will be presented. The development of a new ESE scale and the results from the pilot surveys will also be presented. URI: http://hdl.handle.net/10398/8381 Files in this item: 1
Kaare Moberg_SMG WP 14_2011.pdf (718.6Kb) -
A Typology and Propositions for Management Innovation ResearchHarder, Mie (Frederiksberg, 2011)[More information][Less information]
Abstract: Management innovation is the implementation of a new management practice, process, technique or structure that significantly alters the way the work of management is performed. This paper presents a typology categorizing management innovation along two dimensions; radicalness and complexity. Then, the paper introduces the concept of management innovation capabilities which refers to the ability of a firm to purposefully create, extend and modify its managerial resource base to address rapidly changing environments. Drawing upon behavioral theory of the firm and the dynamic capabilities framework, the paper proposes a model of the foundations of management innovation. Propositions and implications for future research are discussed. URI: http://hdl.handle.net/10398/8245 Files in this item: 1
SMG_WP_2_2011.pdf (471.6Kb) -
Juul Andersen, Torben; Fredens, Kjeld (Frederiksberg, 2011)[More information][Less information]
Abstract: Corporate entrepreneurship is deemed essential to uncover opportunities that shape the future strategic path and adapt the firm to environmental change (e.g., Covin and Miles, 1999; Wolcott and Lippitz, 2007). At the same time, rational central processes are important to execute strategic actions in a coordinated manner (e.g., Baum and Wally, 2003; Brews and Hunt, 1999; Goll and Rasheed, 1997). That is, the organization’s adaptive responses and dynamic capabilities are embedded in integrative structures that accommodate dispersed business initiatives. The dual concerns for integration and entrepreneurial behavior are reflected in the conjoint need for effective routines and exploratory search in adaptive systems (e.g., Pfeifer and Bongard, 2007; Sutton and Barto, 1998). It has also been expressed as a need to balance exploitation and exploration (March, 2001) and configure ambidextrous organizational forms (e.g., O’Reilly and Tushman, 2008; Tushman and O’Reilly, 2004). In strategy research, optimization and rejuvenation perspectives have variously been described as intended and emergent strategies (Mintzberg, 1978; Mintzberg and Waters, 1985), top‐down and bottom‐up strategies (Nonaka, 1987), induced and autonomous strategy processes (Burgelman, 2005; Burgelman and Grove, 1996, 2007), central planning and decentralized initiatives (Andersen, 2000, 2004, Andersen and Nielsen, 2009). Burgelman and Grove (2007) outline such a combined strategy process and observe how central direction and dispersed exploration can change over time influenced by strategic leadership. URI: http://hdl.handle.net/10398/8552 Files in this item: 1
Andersen_Fredens_SMG.pdf (286.1Kb) -
Meaning, Nature, Origins, and ImplicationsFoss, Nicholai J. (Frederiksberg, 2011)[More information][Less information]
Abstract: Assumptions about the knowledge held by economic agents have been an integral part of the theory of economic organization since its inception. However, recent work—here called “knowledge governance”—has more explicitly highlighted knowledge as both an independent and dependent variable. Thus, a spate of work in management research and new institutional economics has highlighted dimensions such as complementarity, complexity, tacitness, and so on of knowledge assets and shown how knowledge assets, thus dimensionalized, has explanatory value with respect to economic organization. However, knowledge may also be seen as being caused by governance mechanisms and structures; specifically, incentives, allocations of decision rights, organizational structure and so on influence the search for knowledge, and the creation, sharing and integration of knowledge. More philosophically, the concern with the role of knowledge in the context of economic organization prompts a reevaluation of a number of the fundamental assumptions that are often used to guide theory-building in the economics of organization (e.g., Bayesian and game theoretical foundations). URI: http://hdl.handle.net/10398/8379 Files in this item: 1
Nicolai J Foss_SMG WP 12_2011.pdf (490.6Kb) -
Controlling Intervention Hazards in the Network MNCFoss, Kirsten; Foss, Nicolai J.; Nell, Phillip C. (Frederiksberg, 2011)[More information][Less information]
Abstract: The MNC literature treats the (parent) HQ as entirely benevolent with respect to their perceived and actual intentions when they intervene at lower levels of the MNC. However, HQ may intervene in subsidiaries in ways that demotivate subsidiary employees and managers (and therefore harm value-creation). This may happen even if such intervention is benevolent in its intentions. We argue that the movement away from more traditional hierarchical forms of the MNC and towards network MNCs placed in more dynamic environments gives rise to more occasions for potentially harmful intervention by HQ. Network MNCs should therefore be particularly careful to anticipate and take precautions against “intervention hazards.” Following earlier research, we point to the role of normative integration and procedural justice, but argue that they also serve to control harmful HQ intervention (and not just subsidiary opportunism). URI: http://hdl.handle.net/10398/8380 Files in this item: 1
Kirsten Foss_SMG WP13_2011.pdf (634.1Kb) -
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) -
[More information][Less information]
Abstract: While the extant literature on offshore outsourcing deals with this operation mode in isolation, and typically with a focus on cost effects, we address the broader question of how companies choose and use outsourcing as part of foreign operation mode development and as a contributor to internationalization. We use a case study of the Danish company SimCorp and the development of its operations in Kiev, Ukraine, to show how learning in various forms, control concerns, and relations with foreign partners may interact and build momentum for mode change. SimCorp’s experience demonstrates that outsourcing can be used proactively to promote expanded international operations. URI: http://hdl.handle.net/10398/8360 Files in this item: 1
SMG WP 9_2011_Ny udg_28nov2011.pdf (144.2Kb) -
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) -
Foss, Nicolai Juul; Klein, Peter G. (, 2011)[More information][Less information]
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Juul Andersen, Torben (Frederiksberg, 2011)[More information][Less information]
Abstract: How was CSR effectuated by Scandinavian management; does CSR make a difference/corporate relationship management drove CSR, as corporations grow and internationalize the need for CSR increases, there has been a shift towards in CSR requirements over the past decade/CSR can extend the scope of corporate risk management, corporate relationship management is good risk management, CSR can pay off in the long run. URI: http://hdl.handle.net/10398/8551 Files in this item: 1
Torben_Juul_Andersen_SMG.pdf (174.4Kb) -
Essays on Autonomous Strategic ActionLinder, Stefan Matthias (Frederiksberg, 2011)[More information][Less information]
Abstract: Kun abstrakt er tilgængelig online for denne PhD afhandling. CBS Bibliotek har en trykt udgave der kan findes via CBS bibliotekskatalog. Only abstract of this Ph.D. thesis is available online. The CBS Library has a printed edition this edition can be found through the CBS Library Catalogue. URI: http://hdl.handle.net/10398/8356 Files in this item: 1
Stefan_Linder_PhD_abstract.pdf (31.84Kb) -
A Strategic Management Analysis on Activity‐levelØrberg Jensen, Peter D.; Petersen, Bent (Frederiksberg, 2011)[More information][Less information]
Abstract: In this exploratory study we look at human asset aspects of offshore outsourcing of services that over time become more advanced and strategic potent to the outsourcing firms. As a consequence, the outsourcing firms might want to internalize the operations. We focus on the ways that outsourcing firms may transfer key personnel of local service providers to whollyowned subsidiaries. We argue that a felt need for applying more powerful incentives on key personnel of the service provider ‐ to harness and empower the sourcing operation ‐ may in itself be a motive for, and key driver of, the internalization process. URI: http://hdl.handle.net/10398/8242 Files in this item: 1
SMG_Working Paper_1_2011.pdf (450.7Kb) -
Foss, Nicolai J. (Frederiksberg, 2011)[More information][Less information]
Abstract: A concern with teams was central to early attempts to grasp the nature of the firm, but fell out of favor in later work. We encourage a return to the emphasis on teams, but argue that the idea of teams as central to the nature of the firm needs to be grounded in an appreciation of the importance of We frames and group agency. We use converging insights from evolutionary anthropology, cognitive social psychology and work on team agency to develop such a grounding, and link it to the issues of the existence and boundaries of firms. URI: http://hdl.handle.net/10398/8362 Files in this item: 1
Nicolai_J_Foss_SMG_2011.pdf (345.3Kb) -
Insights for International Strategic ManagementBenito, Gabriel R.G.; Petersen, Bent; Welch, Lawrence S. (Frederiksberg, 2011)[More information][Less information]
Abstract: Companies’ choice of foreign operation modes (FOM) has been a core subject of international business studies basically from its beginning (Hymer, 1960 [1976]; Root, 1964). A halfcentury of research has brought us a set of established perspectives on companies’ foreign operation mode choices; the most important being the economics based approaches of internalisation and transaction cost theories (Anderson and Gatignon, 1986; Buckley and Casson, 1976; Hennart, 1982), evolutionary and resource based approaches (Andersen, 1997; Kogut and Zander, 1993; Madhok, 1997), institutional approaches (Kostova and Zaheer, 1999; Meyer and Peng, 2005), and process models based on learning and decision behaviour theories (Johanson and Vahlne, 1977, 2009).... URI: http://hdl.handle.net/10398/8363 Files in this item: 1
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Foss, Nicolai J.; Mahoney, Joseph T. (Frederiksberg, 2010)[More information][Less information]
Abstract: Knowledge governance is characterized as a distinctive research subject, the understanding of which cuts across diverse fields in management. In particular, it represents an intersection of knowledge management, strategic management, and theories of the firm. Knowledge governance considers how deployment of governance mechanisms influences knowledge processes: sharing, retaining, and creating knowledge. We survey the papers in this volume of the special issue, and discuss the remaining research challenges. URI: http://hdl.handle.net/10398/8030 Files in this item: 1
CBS_Forskningsindberetning_SMG_250.pdf (138.6Kb)