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Now showing items 4-20 of 20
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Crowdsourcing in Incumbent FirmsGammelgaard, Flemming Binderup; Hallin, Carina Antonia (Frederiksberg, 2018)[More information][Less information]
Abstract: Crowdsourcing is an emergent interdisciplinary theory and methodology, which in recent years has become widely diffused, raising significant questions in the innovation management literature concerning the adoption of crowdsourcing as an open innovation practice. Building on seminal research on open innovation adoption in large organizations (Chesbrough and Brunswicker, 2013; 2014), the current study presents qualitative findings on the innovation practices and strategies of incumbent firms transitioning from traditional innovation to crowdsourcing for open innovation. We discuss the impact of crowdsourcing technologies and methodologies on 1) the innovation processes, 2) the innovation content and 3) the overall scope of innovation to discover different stages of maturity in the innovation governance structures of incumbent firms (Deschamps & Nelson, 2014). Our study thus contributes to research on the firm side of crowdsourcing, providing much needed insights into the processes, procedures and structures that support the implementation of crowdsourcing for open innovation (Lüttgens et al., 2014). URI: http://hdl.handle.net/10398/9668 Files in this item: 1
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Understanding How Resource-Poor Firms Survive and ThriveLi, Xin (Frederiksberg, 2016)[More information][Less information]
Abstract: In this paper, I first critique the composition-based view of Yadong Luo and John Child for understanding how resource-poor firms survive and thrive. To remedy the deficiencies in their perspective, I then propose a dynamic theory of compositional advantage and strategy. Here, the compositional advantage is redefined as the attractiveness of the composition of the producer’s offering in terms of scope and perceived value/price ratio. I identify five ways or basic compositional strategies to improve the value/price ratio. A firm may have an overall compositional strategy that is composed of some or all of the five basic compositional strategies. I argue there are three indispensable key success factors for a composition-based competition, i.e., aspiration (ambition-position asymmetry), attitude (being ALERT), and action (turning asymmetry into advantage). I also discuss the particular relevance of the present theory to understanding Chinese firms. I conclude with managerial implications and suggestions for future research. URI: http://hdl.handle.net/10398/9321 Files in this item: 1
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Using Updated Information from the FrontlineAndersen, Torben J.; Bresser, Rudi K. F.; Hallin, Carina A. (Frederiksberg, 2016)[More information][Less information]
Abstract: Effective strategy-making in turbulent industries needs current insights that can inform ongoing decisions around adaptive strategic moves. Frontline employees involved in the daily business transactions are the first to see the subtle changes not otherwise observed by top managers. Top management with dominant logics anchored in previous business contexts usually receive updated information from performance reports for prior periods. All the while, we discern a human inclination linked to the position of power where managers subconsciously discard updated information from frontline employees. We present an experiment to investigate these effects and discuss the implications for strategic response capabilities among firms. URI: http://hdl.handle.net/10398/9326 Files in this item: 1
Andersen_Bresser_Hallin_RomeSMS2016.pdf (480.5Kb) -
Juul Andersen, Torben; Andersson, Ulf; Palmié, Maximilian; Keupp, Matthias (Frederiksberg, 2015)[More information][Less information]
Abstract: We outline commonalities between studies of subsidiary decentralization and autonomous strategy-making in the international business and strategic management fields. This suggests that corporate headquarters should engage in strategy-making processes that provide a combination of formal direction for global efficiencies and autonomy for effective local responses. Strategic guidance from headquarters frames subsidiary decisions in line with corporate priorities and distributed decision power coupled with informal exchange of information facilitates strategic responses in tune with local market requirements. We identify some important nuances in the integration-responsiveness conundrum supported by an empirical study of 351 multinational subsidiaries. We discuss the implications for multinational strategy practice and suggest future research venues to investigate strategy-making in multinational firms. URI: http://hdl.handle.net/10398/9202 Files in this item: 1
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A New Approach to Strategic ControlHallin, Carina Antonia; Andersen, Torben J.; Foss, Nicolai J.; Tveterås, Sigbjørn (Frederiksberg, 2012)[More information][Less information]
Abstract: Recent advances within the dynamic capabilities view emphasize the “sensing” of employees as an important part of the micro-foundations of dynamic capabilities: By putting in place organizational processes that mobilize and exploit information gathered by individual employees from their operating environment, firms can update insights about performance outcomes and improve strategic decision-making. We test empirically the extent to which firms can ascertain performance outcomes by drawing on employee knowledge. Our empirical setting is the Scandinavian hospitality sector with respondents among frontline service employees. Using a time series approach, we show that employee respondents (collectively) assess medium-term organizational performance better than management and the financial models available to them. URI: http://hdl.handle.net/10398/8506 Files in this item: 1
Hallin.pdf (217.2Kb) -
Hallin, Carina Antonia; Juul Andersen, Torben; Ooi, Can Seng (Frederiksberg, 2014)[More information][Less information]
Abstract: We outline a strategic response capability framework drawing on cognitive neuroscience to explain stakeholder sensing and anticipations as essential input to environmental analysis. Stakeholders receive stimuli from ongoing interactions with the firm and thereby sense current environmental changes and form anticipations about future performance that provide early signals about needs for proactive strategic responses. Based on insights from literatures on cognitive neuroscience, marketing and strategy we develop a strategic response capability model driven by stakeholder sensing and anticipations with associated propositions. We discuss the implications of the proposed framework and suggest future research venues to further uncover the microfoundations of the firm’s strategic response capability. URI: http://hdl.handle.net/10398/9007 Files in this item: 1
Hallin_Juul Andersen_Ooi.pdf (422.9Kb) -
Gammelgaard, Jens; Kumar, Rajesh (Frederiksberg, 2016)[More information][Less information]
Abstract: The relationship between multinational enterprises’ (MNE) headquarters and their subsidiaries has been of considerable interest to international business scholars (e.g., Dörrenbächer and Geppert, 2009). Although a subsidiary is an integral part of an MNE, its interests do not necessarily converge with those of headquarters. Many scholars note that relationships between headquarters and subsidiaries are characterized by the simultaneous presence of cooperation and competition (e.g., Bouquet and Birkinshaw, 2008; Otterbeck, 1981). On the one hand, the subsidiary and its managers are dependent on headquarters’ resources to fulfill its mandate. On the other hand, the subsidiary and its managers have their own particular goals, which may or may not coincide with the goals of headquarters and its managers. Subsidiary managers may also seek to develop the unit’s own sense of identity, which may be at variance with that of the MNE (e.g., Mudambi and Navarra, 2004). The potential for goal and identity conflict between headquarters and subsidiaries leads to the emergence of a mixed-motive relationship between the two units and their managers. A mixed-motive relationship generates conflict, but the mere existence of conflict is not necessarily detrimental to the relationship (Rahim and Bonoma, 1979). However, the emergence of a prolonged conflict and/or its ineffective management may create a dysfunctional relationship between the headquarters and the subsidiary. URI: http://hdl.handle.net/10398/9413 Files in this item: 1
The Legitimacy Dynamics EIBA.pdf (147.4Kb) -
The Yin-Yang Process of Top-Down and Bottom-Up MechanismsJuul Andersen, Torben; Hallin, Carina Antonia; Li, Xin (Frederiksberg, 2014)[More information][Less information]
Abstract: The organizational capacity to cope with unexpected changes remains a fundamental challenge in strategy as global competition and technological innovation increase environmental uncertainty. Conventional strategy-making is often conceived as a sequential linear process where we see it as a non-linear interaction between top-down and bottom-up mechanisms dealing with multiple actions taken throughout the organization over time. It is driven by intension but with a flexible balance between centralized (planned) and decentralized (spontaneous) activities. We adopt the principles of complementary Yin-Yang elements and Zhong Yong balance to explain the time bound interaction between these opposing yet complementary strategy-making mechanisms where tradeoffs and synergies are balanced across hierarchical levels. URI: http://hdl.handle.net/10398/9011 Files in this item: 1
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Li, Xin (Frederiksberg, 2016)[More information][Less information]
Abstract: Just like scholars distinguish two types of firm’s external environment, i.e., competitive and institutional, we make a distinction between two types of firm’s internal environment, i.e., resources and organization. Based on this distinction, we propose an organization-based view of strategy (OBV), not only as a label to unite various organization-related issues within the strategy field, but also as a fourth research paradigm to supplement to three existing paradigms, i.e., industry- or competition-based view (CBV), resource-based view (RBV), and institution-based view (IBV). Bringing the four paradigms together, we transform Mike Peng’s ‘strategy tripod’ into a ‘strategy quadrapod’. By proposing an organization-resource-institution-competition (ORIC) analysis and a situation-action-performance (SAP) framework, we attempt to make a grand integration of the strategy field. URI: http://hdl.handle.net/10398/9443 Files in this item: 1
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Gammelgaard, Jens; Hobdari, Bersant (Frederiksberg, 2016)[More information][Less information]
Abstract: In this paper, we investigate post-acquisition integration of acquired firms and subsequent developments in new subsidiary strategic responsibilities in value-chain activities. Using comparative case study methodology, we illustrate the forms, degrees and evolution of strategic responsibilities using in-depth analysis of six acquisitions from the Danish brewery, Carlsberg. The analysis reveals that the initial mandates at the time of acquisition were designed based on new subsidiaries’ core competencies and resources, and Carlsberg’s acquisition motives. Yet, the mandates did not remain static. Over time, some subsidiaries gained new value chain mandates or they substantially increased their scale in terms of production capacities or the markets in which they operated. From the practical point of view, this implies managers of the acquiring firm must pay close attention to the form and extent of integration if the acquisition is fulfill its potential. URI: http://hdl.handle.net/10398/9412 Files in this item: 1
Gammelgaard and Hobdari EIBA.pdf (184.4Kb) -
The Contingent Role of Managerial Ties in New VenturesMa, Yucheng; Li, Peter Ping (New York, 2014)[More information][Less information]
Abstract: Focusing on how resource structuring mechanisms and managerial ties influence organizational ambidexterity of new ventures in emerging economy, this study explores the effects of resource structuring mechanisms (i.e., resource acquiring and resource accumulating) on organizational ambidexterity. It further examines the moderating effects of managerial ties, (i.e., ties with other firms and ties with the government) on the above relationships. Survey data from China¡¯s 202 new ventures demonstrates that the resource acquiring has an inverted U-shaped effect whereas the resource accumulating has a U-shaped effect on organizational ambidexterity in new ventures. Further, because of the traditional culture and economic transition characteristics, new ventures actively leverage managerial ties as key social relations to obtain special resources or nurture business transactions. We propose that ties with other firms and ties with government can differently strengthen the effects of acquiring and accumulating on organizational ambidexterity. The results support our propositions URI: http://hdl.handle.net/10398/8957 Files in this item: 1
Ma og Li.pdf (399.1Kb) -
Stakeholder Sensing and Predictions of Emergent Strategic IssuesHallin, Carina Antonia; Juul Andersen, Torben (Frederiksberg, 2014)[More information][Less information]
Abstract: We construe a conceptual framework for responding effectively to true uncertainty in the business environment. We drill down to the essential micro-foundational capabilities - sensing and seizing of dynamic capabilities - and link them to classical strategic issue management theory with suggestions on how to operationalize these essential capabilities. By definition true uncertainty represents environmental conditions that are hard to foresee, which can catch the unprepared by surprise while presenting opportunities to the conscious organization. We demonstrate that organizations relying on aggregation of stakeholder sensing and predictions of emergent strategic issues can positively influence the two capabilities and help the firm adapt in the face of uncertainty and unpredictability. Robust measures predicating performance based on information from key stakeholders involved in the firm’s core operations provide faster, more accurate, and updated insights about environmental developments identifying important strategic issues and solutions to them. This provides corporate decision-makers with a proactive tool in the quest for timely and effective strategic responses. URI: http://hdl.handle.net/10398/9019 Files in this item: 1
Hallin_Juul Andersen - SMS Paper.pdf (322.6Kb) -
Andersen, Torben Juul (Frederiksberg, 2018)[More information][Less information]
Abstract: Contemporary studies must address the challenges of responding to abrupt events in highly dynamic and complex environments. We argue that decision structures and information processing capabilities enhance the ability of organizations and societies to respond effectively to the changing conditions for durable advantages. Sustainable performance arguably derives from interactive decision-making processes that deal with opportunities as they emerge informed by updated environmental analytics. The combination of experiential insights from decentralized responses and forward-looking reasoning at the center identifies a dynamic adaptive system of interacting fast and slow processes. The fast information processing observes local environmental stimuli whereas the slow information processing interprets these events and reasons about future developments. When the fast and slow processes interact they form a dynamic system that allows an organization or society to adapt gradually to the turbulent conditions. We apply the model of fast-slow interactions in organizations and societies as the key driver of sustainable adaptation. URI: http://hdl.handle.net/10398/9637 Files in this item: 1
Responsive Dynamic (IEEE format).pdf (496.2Kb) -
Why Central Management Should Rely on Peripheral SensingPedersen, Carsten (Frederiksberg, 2014)[More information][Less information]
Abstract: In dynamic environments, competitive advantage lies in developing useful knowledge from continuous streams of unstructured and ambiguous data. Frontline employees and certain groups of customers are often the first to sense emerging issues of strate-gic importance due to their experiential insights of the firm’s daily operations. Yet, they are rarely asked to provide updated information about critical issues. The present paper seeks to conceptually develop the notion of responsive innovation, by drawing on literary streams concerning collective sensing, strategic issue diagnosis and integra-tive strategy within a micro foundations perspective. It is posited that companies should root their innovation processes in the collective sensing of frontline-employees and customers that operate around the organizational periphery. This frames the con-cept of responsive innovation, where individuals engaged in the firm’s ongoing busi-ness activities collectively identify issues that central managers can resolve. URI: http://hdl.handle.net/10398/8940 Files in this item: 1
Carsten_Pedersen.pdf (599.7Kb) -
Hallin, Carina Antonia; Lind, Anne Sofie (Frederiksberg, 2016)[More information][Less information]
Abstract: Successful decision making depends on the ability to identify relevant strategic environmental issues availa-ble to decision makers [Eisenhardt 1989, March and Olsen 1976, Vroom and Yetton 1973]. Crowd predictions are widely recognized for producing accurate predictions about the future [Hallin 2015, Hill 1982, Hong and Page 2004, Surowiecki 2004, Thompson 2012]. Strategic foresight and updated information about the future to support strategic decisions can be achieved by tapping into the collective wisdom of crowds [Berg and Rietz 2003, Mannes, Soll and Larrick 2014, O’Leary 2011, Wolfers and Zitzewitz 2004]. This paper introduces two empirical case studies on the identification of strategic issues for crowd pre-dictions performed in large international organizations, Copenhagen Airports and Maersk Training. The methods include interviews with key decision makers and crowd testing in order to identify relevant envi-ronmental, industrial, and firm uncertainties that are expected to affect the future financial performance of the firm over the next year. URI: http://hdl.handle.net/10398/9327 Files in this item: 1
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Kairos, and the spatio-temporal “quality” of Strategic LeadershipAndersen, Torben; Gatti, Luca; Tompson, Tim (Frederiksberg, 2015)[More information][Less information]
Abstract: This paper explores the qualitative, subjective and contingent values of the Ancient Greek concept of Kairos, and argues its utility in developing an adaptive, pragmatic, persuasive and creative model of Strategic Leadership. A kairotic model of Leadership, we argue, is more coherent with current and future approaches to Strategy and to its spatiotemporal qualities. In the following we first present the concept of Kairos and discuss its relevance to Strategic Leadership and its challenges, we then introduce current conceptualizations of Strategy and their implications for Strategic Leadership, and finally synthesize these insights and the literature to gauge implications. URI: http://hdl.handle.net/10398/9203 Files in this item: 1
Andersen Gatti Tompson (2015).pdf (744.7Kb) -
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Abstract: In this paper, I critique the convergence thesis proposed by S. Pope and J. W. Meyer who envisage the rise of a universalistic corporate organization that tends to supersede national business contexts or at least renders the national institutional environment as less consequential. My counterargument is that while there are forces for convergence of management practices worldwide, there are simultaneous other forces for divergence, and therefore, management practices of businesses across the world will go through a crossvergence rather than a pure convergence process. To explicate this counterargument, I use management practices in China as an illustrative case. Instead of one ‘Chinese model of management’, there are actually varieties of Chinese management. To understand these diversities, I propose an analytical framework that is based on four traditional Chinese philosophies, i.e., Confucianism, Legalism, Daoism, and Mohism. I posit, the actually management practices in China can be understood as diverse configurations of the four basic mode of management, i.e., autocracy, bureaucracy, chrismacracy, and democracy (ABCD for short). URI: http://hdl.handle.net/10398/9322 Files in this item: 1
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Now showing items 4-20 of 20