Strategic Management Journal
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Internal differentiation within multinational corporations Abstract This paper argues that the internal structure in complex, multi‐unit organizations such as a multinational corporation (MNC) is not homogeneous throughout the organization, but is systematically differentiated so as to ‘fit’ the different environmental and resource contingencies faced by the different national subsidiaries. Based on a survey of 66 of the largest European and North American MNCs, yielding data on 618 cases of headquarters‐subsidiary relations, it is shown that the different contextual conditions faced by the different subsidiaries of the MNC can be meaningfully classified into four generic situations. Furthermore, for each of these situations the exchange relation between the MNC headquarters and the subsidiary is characterized by a ‘fit’ governance structure consisting of a different combination of structural elements such as centralization of authority, formalization of rules and systems, and normative integration of members. Following the existing literature, these ‘fit’ structures are labeled in this paper as hierarchical, federative, clan and integrative. The multinational is then described as an internally differentiated organization in which each headquarters‐subsidiary link corresponds to one or the other of these administrative forms.
Strategic Management Journal - Tập 10 Số 4 - Trang 323-337 - 1989
Internal corporate joint ventures: Development processes and performance outcomes Abstract Joint venture activity and internal corporate venturing represent two administrative innovations receiving increased attention in strategic management research. This study investigates a new hybrid form of administrative innovation: internal corporate joint ventures , which combine the equity involvement typically found in joint ventures with the internal staffing of a semiautonomous unit typical of internal corporate ventures. Drawing on both a process model and a variance model, the structuring, development and performance of 53 such ventures in an industry‐specific setting is examined.
Strategic Management Journal - Tập 9 Số 6 - Trang 527-542 - 1988
Joint ventures: Theoretical and empirical perspectives Abstract This paper compares the perspectives of transaction costs and strategic behavior in explaining the motivation to joint venture. In addition, a theory of joint ventures as an instrument of organizational learning is proposed and developed. Existing studies of joint ventures are examined in light of these theories. Data on the sectoral distribution and stability of joint ventures are presented.
Strategic Management Journal - Tập 9 Số 4 - Trang 319-332 - 1988
Strategic management of small firms in hostile and benign environments Abstract This paper reports the results of a study designed to investigate the effective strategic responses to environmental hostility among small manufacturing firms. Data on environmental hostility, organization structure, strategic posture, competitive tactics, and financial performance were collected from 161 small manufacturers. Findings indicate that performance among small firms in hostile environments was positively related to an organic structure, an entrepreneurial strategic posture, and a competitive profile characterized by a long‐term orientation, high product prices, and a concern for predicting industry trends. In benign environments, on the other hand, performance was positively related to a mechanistic structure, a conservative strategic posture, and a competitive profile characterized by conservative financial management and a short‐term financial orientation, an emphasis on product refinement, and a willingness to rely heavily on single customers.
Strategic Management Journal - Tập 10 Số 1 - Trang 75-87 - 1989
Organizational boundaries and economic performance: An empirical study of entrepreneurial computer firms Abstract This research examines the relationship between the organizational boundaries of entrepreneurial firms and their economic performance. The theoretical basis for this work is transaction cost economics research regarding when internalizing certain activities will be preferred over contracting. To consider the conditions under which contracting is costly we compare across three functional areas and three firm strategies. The results of a longitudinal analysis of 122 entrepreneurial firms in the computer industry show that performance effects are associated with contracting activities and that product market strategies moderate the performance effects of contracting. The results are mixed in their support for the predictions of transaction cost economics.
Strategic Management Journal - Tập 12 Số 2 - Trang 115-133 - 1991
Founding strategy and performance: A comparison of high and low growth high tech firms Abstract Some firms grow very rapidly; others much more slowly. Potential explanations for differences in performance levels between high growth firms and low growth firms operating in the same industry are sought by comparing the firms' founding strategies. Results indicate that founding strategies of high and low growth firms differ systematically among the firms studied.
Strategic Management Journal - Tập 11 Số 2 - Trang 87-98 - 1990
An empirical analysis of organizational strategies by entrepreneurial high‐technology firms Abstract Many start‐up, high‐technology firms commercialize an emerging technology through cooperative arrangements. This paper empirically investigates the determinants of entrepreneurial high‐technology firms to form cooperative relationships. The statistical results on data drawn from the commercialization of the new biotechnology show that the propensity to cooperate is positively correlated with the distance of firms' competitive position in relation to their rivals. The follower is more likely to seek cooperative relationships than the leader in commercializing new products. However, the competitive pressure impacts firms in different ways, depending on their internal capabilities to commercialize a new product. We found that firm size is negatively correlated with the use of cooperative arrangements. The study also found that the organizational mode of cooperative arrangements is predominantly selected by the high‐tech. start‐up firm in commercializing their new products in foreign markets.
Strategic Management Journal - Tập 11 Số 2 - Trang 129-139 - 1990
Understanding the rationale of strategic technology partnering: Interorganizational modes of cooperation and sectoral differences Abstract Interfirm strategic alliances appear to have become more important as a part of (international) business. In this contribution an attempt is made to clarify our understanding of the motives that lead firms to cooperate in their innovative efforts. Going beyond general theoretical statements and case studies, attention is paid to both sectoral differences in the motivation for partnerships as well as to contrasts in interorganizational features of technology cooperation. Based on a large sample of alliances the analysis reveals some major differences regarding the research orientation of contractual arrangements and organizationally complex alliances.
Strategic Management Journal - Tập 14 Số 5 - Trang 371-385 - 1993
The relationship of internal versus external orientations to financial measures of strategic performance Abstract Field research involving 137 respondents in eight organizations was conducted to study the relationship between alternative measures of the internal/external orientations of sociometrically identified dominant coalition members and their firms' financial performance. Results showed that attitudinal measures were more often correlated with financial measures of strategic performance than were traditional ‘insider’ to ‘outsider’ measures based on descriptive categorizations. The significant findings were related to four performance indicators of company profitability, namely, profit margin, return on average assets, net interest spread, and return on average equity.
Strategic Management Journal - Tập 4 Số 4 - Trang 297-306 - 1983
Using meta‐analytic structural equation modeling to advance strategic management research: Guidelines and an empirical illustration via the strategic leadership‐performance relationship This paper demonstrates how meta‐analysis can be combined with structural equation modeling (MASEM ) to address new questions in strategic management research. We review this integration, describe its implementation, and compare findings from bivariate meta‐analyses, a direct‐effect structural equations model, and two mediating frameworks using data on the strategic leadership and performance relationship. Results drawn from 208 articles that collectively included data on 495,638 observations demonstrate the new insights available from MASEM while also suggesting a revision to conventional thinking on strategic leadership. Whereas some theories posit that boards of directors influence firm performance through monitoring and disciplining the top management team, MASEM provides more support for the view that boards mediate the top management teams' decisions. Implications for applying MASEM in strategic management are offered . Copyright © 2014 John Wiley & Sons, Ltd.
Strategic Management Journal - Tập 37 Số 3 - Trang 477-497 - 2016
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