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Seizing Opportunities and Managing ThreatsSax, Johanna; Juul Andersen, Torben (Frederiksberg, 2013)[More information][Less information]
Abstract: Strategic responses to complex and frequent environmental changes must balance the tension between innovative opportunistic search and optimization of operating processes. The ability to survive and thrive depends on an ability to facilitate dispersed exploratory initiatives, test their commercial viability, and exploit the associated business opportunities. However, dispersion of authority requires coordination as well as empowerment calls for extended controls. Hence, there is a tension between the aim of avoiding diversion of corporate resources through tight control of plans and facilitation of decentralized autonomous initiatives searching for opportunities. This prescribes a strategy process that gives direction and forms structure while it at the same time enables innovative behaviors and entrepreneurial initiatives. To this end, the paper outlines an integrative model that combines centrally planned (induced) and decentralized (autonomous) strategy-making with interactive control processes. The strategy and management accounting literatures are synthesized to develop the theoretical underpinning for the model and its proposed outcome effects. It is argued that interaction control of central and dispersed strategy-making creates a dynamic system that drives organizational adaptation. The outmoded strategic control concept is revisited and updated for contemporary responsiveness needs under increasingly turbulent conditions. Finally, the paper lays out a method for an empirical survey-based study that can test the propositions from large-scale corporate sampling. URI: http://hdl.handle.net/10398/8786 Files in this item: 1
sax juul andersen.pdf (197.2Kb) -
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) -
The Impact of Institutions and Economic Crises on Headquarter MobilityValentino, A.; Nell, P. C.; Hotho, J. J. (Frederiksberg, 2)[More information][Less information]
Abstract: Building on prior research, we examine theoretically the institutional factors that push top managers to relocate HQ units overseas. To this end, we first discuss how coercive, isomorphic, and normative pressures may differentially affect HQ relocation decisions. Subsequently, we consider how economic crises influence the effects of the institutional factors in our model. We argue that economic crises have a dual effect on the international configuration of HQ activities. First, during times of crisis, we expect firms to react stronger to coercive, isomorphic, and normative pressures. Second, we expect economic crises to decrease the overall institutional quality in a given country context, pushing firms to move out. Our theoretical framework contributes to an improved understanding of how institutional factors influence firm behaviour under varying environmental conditions. Furthermore, we contribute to the literature on the role of economic crises in shaping economic organization. URI: http://hdl.handle.net/10398/8801 Files in this item: 1
Valentino.pdf (266.2Kb)
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