Examining the effect of complexity in strategic group knowledge structures on firm performance

2002 ◽  
Vol 23 (2) ◽  
pp. 153-170 ◽  
Author(s):  
Gerry M. Mcnamara ◽  
Rebecca A. Luce ◽  
George H. Tompson
Keyword(s):  
Firm Performance ◽  
Knowledge Structures ◽  
Strategic Group ◽  
Group Knowledge

The Impact of Social Capital, Managerial Human Capital and Managerial Knowledge Structure on Firm Performance

2019 ◽  
Vol 10 (3) ◽  
pp. 95-113
Author(s):  
Abdulkareem Salameh Awwad ◽  
Mamoun Nadim Akroush ◽  
Majdy Issa Zuriekat ◽  
Yassir Yahya Al Masoudi
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Firm Performance ◽  
Structural Equation ◽  
Knowledge Structure ◽  
Knowledge Structures ◽  
Equation Modeling ◽  
Telecommunications Sector ◽  
Managerial Knowledge ◽  
The Impact

This article aims to examine the relationships between external and internal social capital, managerial human capital, and managerial knowledge structures, respectively. It also examines the effect of managerial human capital and managerial knowledge structures on firm performance in the telecommunications sector in Jordan. A questionnaire was distributed to 250 managers in the telecommunications sector in Jordan. Utilizing structural equation modeling, it was found that external social capital has a positive significant effect on internal social capital and managerial human capital. Internal social capital has positively and significantly affected managerial knowledge structures. Furthermore, both managerial human capital and managerial knowledge structure had affected firm performance positively. As technology is expanding in this sector, relevant knowledge and information is becoming a source of competitive advantage, thus managers in this sector should build beneficial ties that might enhance human resources' capabilities that benefit the decision-making processes.

Positioning decisions within strategic groups

2014 ◽  
Vol 52 (10) ◽  
pp. 1858-1887 ◽  
Author(s):  
Xiao Duan ◽  
Zhan-ming Jin
Keyword(s):  
Firm Performance ◽  
Performance Comparison ◽  
Annual Reports ◽  
Corporate Diversification ◽  
Strategic Groups ◽  
Strategic Positioning ◽  
Strategic Group ◽  
Content Type ◽  
Two Factors ◽  
Negative Effect

Purpose – Strategic group has been intensively studied since this term emerged in 1970s, but previous studies have been limited to the comparisons between groups such as performance comparison. The purpose of this paper is to explore the internal structure of strategic groups by examining the effect of strategic distance from a firm to the center of its strategic group on firm performance. Design/methodology/approach – The research is based on data acquired from the annual reports of listed companies and some Chinese domestic databases, including CSMAR Solution, WIND financial database, and China Core Newspapers Full-text Database. After grouping listed pharmaceutical companies in China over the period 2010-2011, the authors test three hypotheses by using fixed effect regressions. Findings – The paper finds that the strategic distance from a firm to the center of its strategic group has a significant negative effect on the firm's financial performance. Two factors are discovered to influence that effect: corporate diversification strengthens the negative effect of strategic distance on performance, while firm's media visibility weakens that negative effect. Originality/value – The findings reveal the relationship between intra-group strategic positioning and firm performance, and specify how firms can gain competitive advantage through positioning choices and strategic actions. This study promotes the establishment of a more comprehensive strategic group theory by revealing the structure within strategic groups.

Regulation and strategic group dynamics of the Nigerian telecommunications industry

2014 ◽  
Vol 5 (2) ◽  
pp. 209-232
Author(s):  
Olawale Oladipo Adejuwon
Keyword(s):  
Firm Performance ◽  
Group Dynamics ◽  
Empirical Studies ◽  
Telecommunications Industry ◽  
Competitive Behavior ◽  
Strategic Groups ◽  
Data Set ◽  
Strategic Group ◽  
Content Type ◽  
Competitive Actions

Purpose – In order to achieve a desirable level of market efficiency, regulators need to identify the strategic groups within an industry and understand the way the constituent groups relate to one another. The paper aims to discuss these issues. Design/methodology/approach – In the current study, factors that may lead to strategic group formation were developed and used as clustering variables in a k-means cluster statistical analysis to categorize the firms into strategic groups. The factors used are entry costs, timing of entry, technology type and scope of operations. In addition, the number and type of competitive actions employed by the firms in the industry were identified by structured content analysis of a public source. The competitive actions were used to examine the dynamics of the resulting groups within the context of competitive behavior, resource and scope commitments and corporate social responsibility (CSR) actions. In addition, χ2 analysis was employed to ascertain the likelihood that actions of a firm will be responded to by firms from the same group or from outside the group. Findings – License fees was found to be the most significant clustering variable. The study also showed that groups with significantly higher license fees carried out considerably more competitive actions, had higher resource and scope commitments and executed more CSR actions. In addition, the study revealed significantly more competition within strategic groups than between groups. Research limitations/implications – The absence of financial records for firms in the sample necessitated the use of CSR activity as a measure of firm performance. Some empirical studies have shown strong links between CSR and firm performance. Practical implications – The study revealed high mobility barriers which prevent ease of movement of firms in the industry from one strategic group to the other. Therefore regulators who wish to promote competition must do so by identifying the strategic groups with significant market power and permitting entry not by lowering entry barriers but by allowing the entry of firms with proven resources similar to the firms in those groups and to stipulate similar commitments in entry conditions. The results also offer management practitioners an insight into competitive behavior in the industry. Originality/value – The study utilized a unique data set (competitive actions of firms in the Nigerian Telecommunications industry as reported in the media) in contributing to empirical studies on competitive dynamics and strategic group literature.

Direct vs. indirect assessment of simple knowledge structures.

1966 ◽  
Author(s):  
H. Edward Massengill ◽  
Emir H. Shuford
Keyword(s):  
Knowledge Structures ◽  
Indirect Assessment

Knowledge structures and skill acquisition: Having an expert referent matters

2007 ◽  
Author(s):  
Eric A. Day ◽  
Matthew J. Schuelke ◽  
Jazmine Espejo ◽  
Paul R. Boatman ◽  
Vanessa Kowollik ◽  
...  
Keyword(s):  
Skill Acquisition ◽  
Knowledge Structures

The Influence of Existing Knowledge Structures on the Formation of Integrated Spatial Memories

2011 ◽  
Author(s):  
Nathan M. Greenauer ◽  
Catherine Mello ◽  
Marios N. Avraamides ◽  
Jonathan W. Kelly
Keyword(s):  
Knowledge Structures ◽  
Spatial Memories
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