What Would the Field of Strategic Management Look Like if it Took the Stakeholder Perspective Seriously?

This chapter considers how core strategic management theories (resource-based theory, positioning theory and the theory of the firm) could be impacted by incorporating stakeholder considerations. Resource-based theory would need to adopt a model of profit appropriation in which stakeholders in addition to shareholders would have residual claims on a firm’s profits. Positioning theory’s traditional focus on threats would broaden to a focus on stakeholder-generated opportunities for profit generation. And stakeholder logic brings into question the importance of a theory of the firm for strategic management theory. These ideas (and others) are explored in this chapter as well as the implications for strategic management topics such as corporate diversification, mergers and acquisitions, and corporate governance. Last, the chapter briefly considers some broader implications for other fields of scholarship that use and apply strategic management theories to develop applications and explain phenomena of interest in their own respective fields.

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Effective Use of Information Systems/Technologies in the Mergers and Acquisitions Environment

International Journal of Intelligent Information Technologies ◽

10.4018/jiit.2010040104 ◽

2010 ◽

Vol 6 (2) ◽

pp. 65-84 ◽

Cited By ~ 3

Author(s):

Hung W. Chu ◽

Minh Q. Huynh

Keyword(s):

Information Systems ◽

Mergers And Acquisitions ◽

New Products ◽

Theory Of The Firm ◽

Growth Strategies ◽

Future Studies ◽

Effective Use ◽

The Impact ◽

Better Than ◽

Resource Based Theory

In this study, the authors examine the effects of information systems/technologies (IS/T) on the performance of firms engaged in growth strategies based on mergers and acquisitions (M&A). A model derived from a resource-based theory of the firm is developed to predict the influence of IS/T on performance of firms. Data on the financial performance of 133 firms are used to gauge the impact of IS/T on various M&A objectives. The results suggest that IS/Ts implement M&A objectives that seek to increase overall efficiency better than those that seek to introduce new products or efforts to increase sales. Future studies to examine the process of introducing new products from resource-based theory are suggested.

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Effective Use of Information Systems/Technologies in the Mergers and Acquisitions Environment

Insights into Advancements in Intelligent Information Technologies ◽

10.4018/978-1-4666-0158-1.ch008 ◽

2012 ◽

pp. 140-160

Author(s):

Hung W. Chu ◽

Minh Q. Huynh

Keyword(s):

Information Systems ◽

Mergers And Acquisitions ◽

Financial Performance ◽

New Products ◽

Theory Of The Firm ◽

Growth Strategies ◽

Overall Efficiency ◽

Effective Use ◽

The Impact ◽

Resource Based Theory

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Theory of the Firm and Strategic Management

Voprosy Ekonomiki ◽

10.32609/0042-8736-2013-1-131-146 ◽

2013 ◽

pp. 131-146 ◽

Cited By ~ 2

Author(s):

M. Storchevoy

Keyword(s):

Economic Theory ◽

Strategic Management ◽

Dynamic Capabilities ◽

Theory Of The Firm ◽

Capabilities Approach ◽

Positioning Theory ◽

Resource Based View ◽

Knowledge Based ◽

Management Literature

M. Storchevoy. Theory of the Firm and Strategic Management The paper considers the approaches to the theory of the firm developed by strategic management scholars: positioning theory, resource-based view, dynamic capabilities approach, knowledge-based view, strategic theory of the firm, as well as open innovations theory. The author shows how the ideas of these scholars correspond to the economic theory of the firm and demonstrates that there is little ground for existence of an autonomous “strategic theory of the firm”, but some concepts from strategic management literature may expand and enrich the economic theory of the firm.

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ÖRGÜTLERDE ÖRGÜTSEL BOLLUĞUN GİRİŞİMSEL ORYANTASYON ÜZERİNDEKİ ETKİSİ

Business And Management Studies An International Journal ◽

10.15295/bmij.v4i3.10 ◽

2016 ◽

Vol 4 (3) ◽

Author(s):

Nurdan Gürkan ◽

Ahmet Ferda Çakmak

Keyword(s):

Corporate Governance ◽

Data Analysis ◽

Panel Data ◽

Strategic Management ◽

Significant Relationship ◽

Entrepreneurial Orientation ◽

Panel Data Analysis ◽

Organizational Slack ◽

Analysis Method ◽

The Relationship

The concept of entrepreneurial orientation, which emerges with the development of strategic management, refers to entrepreneurship orientations of businesses. The businesses need resources in other words organizational slack in order to develop their entrepreneurial trends. The organizational slack consists of three slack type. These slack types are available slack, recoverable slack and potential slack. The purpose of this study is to examine whether organizational slack in the businesses has an effect on entrepreneurial orientation. The relationship between organizational slack and entrepreneurial orientation was investigated through 20 companies that were traded in Borsa Istanbul Corporate Governance Index for 2010-2014 period using panel data analysis method. The results of the study indicate the existence of a statistically significant relationship between and the available slack and the recoverable slack with the entrepreneurial orientation in the businesses. According to findings; there was no statistically significant relationship between potential slack and entrepreneurial orientation.

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Aplicaciin Del Modelo Gravitacional Al Impacto Del Gobierno Corporativo En Las Fusiones Y Adquisiciones En Latinoammrica (Applying the Gravity Model to Analysis of Corporate Governance in Mergers and Acquisitions in Latin America)

SSRN Electronic Journal ◽

10.2139/ssrn.2400726 ◽

2012 ◽

Author(s):

Mateo Vasco ◽

Lina M. Cortes ◽

Sandra Constanza Gaitan Riaao ◽

Ivan Duran

Keyword(s):

Corporate Governance ◽

Latin America ◽

Mergers And Acquisitions ◽

Gravity Model

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Company Law

10.1093/oso/9780199677740.003.0016 ◽

2018 ◽

Author(s):

Simon Butt ◽

Tim Lindsey

Keyword(s):

Corporate Governance ◽

Corporate Social Responsibility ◽

Mergers And Acquisitions ◽

Foreign Investment ◽

Corporate Crime ◽

Codes Of Conduct ◽

Company Law ◽

Reporting Requirements ◽

Governance Regime ◽

Corporate Social

This chapter deals with the law regulating business vehicles in Indonesia. The principal focus of the chapter is companies (including publicly listed companies, foreign investment, and shari’a companies) but it also covers partnerships, cooperatives, and state-owned enterprises, as well as the different regulations that apply to each. It explains the rules governing shares and capital, and directors and commissioners, as well shareholders’ rights, including in relation to general meetings. The rules for mergers and acquisitions are covered, as are corporate audit and reporting requirements. The chapter then summarizes the corporate governance regime applied in Indonesia through a mix of legislative provisions, codes of conduct, and other rules, including corporate social responsibility obligations. It also explains Indonesia’s corporate crime regime.

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The SEC’s Impact on the Federalization of Corporate Governance—A Traditional Perspective

10.1093/oso/9780199934546.003.0003 ◽

2018 ◽

Author(s):

Marc I. Steinberg

Keyword(s):

Corporate Governance ◽

Mergers And Acquisitions ◽

Insider Trading ◽

Securities And Exchange Commission ◽

Outside Directors ◽

Tender Offers ◽

Going Private ◽

Rule Making

This chapter examines, from a traditional perspective, several areas where the Securities and Exchange Commission (SEC) has impacted corporate governance in a meaningful way. By way of example, these subjects include insider trading, qualitative materiality, the role of gatekeepers (such as outside directors, attorneys, and accountants), the Commission’s use of disclosure to influence conduct, the implementation by subject companies of undertakings pursuant to SEC enforcement proceedings, and mergers and acquisitions (including tender offers and going-private transactions). This chapter’s focus is on the manner in which the SEC for well over 50 years has impacted corporate governance by means of exercising its rule-making and oversight authority.

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Does Performance Breed Slack? Ownership as a Contingency to the Performance Feedback and Slack Relationship

Journal of Management ◽

10.1177/01492063211014263 ◽

2021 ◽

pp. 014920632110142

Author(s):

Varkey Titus ◽

Jonathan P. O’Brien ◽

Jaya Dixit

Keyword(s):

Performance Feedback ◽

Stock Price ◽

Theory Of The Firm ◽

Organizational Outcomes ◽

Organizational Slack ◽

Length Relationship ◽

Different Types ◽

Stakeholder Perspective ◽

Shareholder Perspective ◽

The Relationship

Although organizational slack is a prominent construct in strategic management, it is often treated as an antecedent or enabler of other organizational outcomes, and thus our understanding of where slack comes from is underdeveloped. We draw on the behavioral theory of the firm to develop a better understanding about the antecedents of organizational slack. In so doing, we address a gap in the literature on the antecedents of slack by developing base models showing how and why performance feedback influences the three most common types of slack studied in the literature. Moreover, we contend that ownership is an important contingency that influences these relationships because different types of owners are motivated by different norms. Within a “communitarian” culture such as Japan, domestic owners generally have a multifaceted relationship with the firm and hence are motivated by norms of reciprocity and embeddedness, thereby allowing managers to adopt a stakeholder perspective. In contrast, foreign investors typically have only an arm’s-length relationship with the firm and are thus motivated by stock price, thereby putting “contractarian” pressures on managers to adopt a shareholder perspective. This domestic/foreign ownership distinction influences how resources are allocated and therefore the relationship between performance feedback and different types of slack in the firm. We further emphasize that these relationships will vary in accordance to where the slack resides: internal or external to the firm. We find general support for our hypotheses.

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