Knowledge inflows effects on middle managers’ ambidexterity and performance

2015 ◽  
Vol 53 (10) ◽  
pp. 2303-2320 ◽  
Author(s):  
Juan Pablo Torres ◽  
Camilo Drago ◽  
Claudio Aqueveque
Keyword(s):  
Middle Managers ◽  
Methodological Approach ◽  
Strategic Decision ◽  
Top Down ◽  
Short Term ◽  
Content Type ◽  
Decision Performance ◽  
And Performance ◽  
Term Performance ◽  
New Strategies

Purpose – The purpose of this paper is to report on lab experiments conducted to determine what impact managerial top-down knowledge transfer has on a middle manager’s individual ambidexterity and decision performance. Design/methodology/approach – The authors designed an experimental approach using a business simulator to test the hypotheses with middle managers. The methodological approach provides the authors with a framework to enhance the middle manager’s understanding of how to attain superior short-term financial results by exploiting current resources, in addition to mastering new strategies to avoid a potential business bankruptcy. Findings – The results suggest that top-down managerial knowledge inflow benefits middle manager strategic decision making, as well as his/her short- and long-term performance. Nonetheless, the best short-term results were achieved by those middle managers that mastered both exploitation and exploration activities simultaneously. Originality/value – The contribution of this paper is to identify and test a control mechanism called top-down inflows that enhance middle manager’s ability to exploit current resources to increase financial performance, and exploring new strategies to avoid a business bankruptcy.

Market orientation and women-owned SMEs performance

2020 ◽  
Vol 9 (2) ◽  
pp. 215-234 ◽  
Author(s):  
Muhammad Amir Rashid ◽  
Masood Nawaz Kalyar ◽  
Imran Shafique
Keyword(s):  
Market Orientation ◽  
Entrepreneurial Orientation ◽  
Design Methodology ◽  
Strategic Decision ◽  
Hierarchical Regression ◽  
Full Potential ◽  
Survey Questionnaire ◽  
Content Type ◽  
And Performance ◽  
Practical Implications

PurposeThis research aims to investigate the contingent effect of entrepreneurial orientation (EO) and strategic decision responsiveness (SDR) on the link of market orientation (MO) and performance of women-owned small and medium-sized enterprises (WSMEs).Design/methodology/approachData were collected from 909 WSMEs of Punjab province Pakistan through survey questionnaire. Hierarchical regression is employed to perform the analysis.FindingsResults reveal that although higher-level dimensions of MO directly affect the WSMEs performance, however this linkage becomes stronger under SDR and higher-level dimensions of EO.Practical implicationsManagers should emphasis on the demonstration of EO's dimensions and SDR to utilize the full potential of MO to promote WSMEs performance.Originality/valueTo study the contingent effect of SDR and EO's dimensions in the MO–WSMEs performance nexus is the novelty of this study.

A borrowing cost model for effective performance of SMEs in Uganda

2015 ◽  
Vol 11 (2) ◽  
pp. 74-89 ◽  
Author(s):  
Sulait Tumwine ◽  
Richard Akisimire ◽  
Nixon Kamukama ◽  
Gad Mutaremwa
Keyword(s):  
Interest Rate ◽  
Cost Model ◽  
Methodological Approach ◽  
Sub Saharan Africa ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type ◽  
Effective Performance ◽  
Sub Saharan ◽  
And Performance

Purpose – The purpose of this paper is to develop an effective cost borrowing model of qualitative factors that are relevant to micro and small enterprises (SMEs) better performance. Design/methodology/approach – A valid research instrument was utilized to conduct a survey on 359 SMEs (131 retail businesses, 125 service businesses, 48 farming businesses and 55 other businesses) and 897 respondents that are representative of 397 SMEs and 1,087 respondents. Correlation and regression analysis were conducted to ascertain the validity of the hypotheses. Findings – It was established that cost of borrowing elements (interest rate and loan processing costs) are associated with SME performance. Furthermore, cost of borrowing as a whole accounts for 31.1 percent of the variation in performance Uganda’s SMEs. Research limitations/implications – Only a single research methodological approach was employed, future research through interviews could be undertaken to triangulate. Multiple respondents in SMEs (owner, manager and cashier) were studied neglecting others. Furthermore, the study used the cross-sectional approach – a longitudinal approach should be employed to study the trend over years. Finally, cost of borrowing was studied and by the virtual of the results, there are other factors that contribute to SME performance that were not part of this study. Practical implications – There is need to intensify initiatives to encourage greater understanding and acceptance of cost of borrowing, select appropriate elements that includes interest rate and loan processing costs in order to have affordable source of financing to establish and grow SMEs, provide employment, competitive and contribute to countries GDP. Originality/value – This is the first paper in Sub-Saharan Africa to test empirically the relationship between cost of borrowing and performance of SMEs in the Ugandan context.

Did the Sarbanes-Oxley Act result in a strategic shift in M&A motives?

2018 ◽  
Vol 44 (2) ◽  
pp. 142-159 ◽  
Author(s):  
Harjeet S. Bhabra ◽  
Ashrafee T. Hossain
Keyword(s):  
Design Methodology ◽  
Capital Investments ◽  
Short Term ◽  
Content Type ◽  
Related Literature ◽  
Value Maximization ◽  
Sarbanes Oxley ◽  
Study Methodology ◽  
Term Performance ◽  
Event Study Methodology

Purpose The purpose of this paper is to examine whether or not the seminal legislation called the Sarbanes-Oxley Act (SOX) influenced a strategic shift in the merger and acquisition (M&A) market. Design/methodology/approach The sample consists of 4,839 completed deals undertaken by US acquirers from the Securities Data Corporation’s US M&As database from January 1, 1996 to December 31, 2009. The authors used the standard event study methodology for short-term performance analysis and the Berkovitch and Narayanan (1993) method to identify merger motives. Findings By following the same acquirers who participated during both pre- and post-SOX periods, the authors find that these acquirers generate 1-1.5 percent more returns for their stockholders around M&A announcement dates and that the motivation has shifted to value maximization (synergy), a notable strategic shift. Research limitations/implications All acquirers and targets are public. Originality/value This paper adds to SOX-related literature as well as to M&A literature. By analyzing M&A deals, often the largest capital investments for acquirers, this paper shows that, despite criticism of SOX, this legislation fundamentally contributed to a strategic shift in the M&A market.

Learning from rivals: the memory-inconsistent strategy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chuandi Jiang ◽  
Jeffrey Muldoon ◽  
Hadi Alhorr
Keyword(s):  
Organizational Learning ◽  
New Ventures ◽  
Organizational Memory ◽  
Strategic Decision ◽  
New Venture ◽  
Multiple Sources ◽  
Content Type ◽  
Strategic Resources ◽  
Organizational Inertia ◽  
And Performance

PurposeThe purpose of this paper is to examine the role of competitive memory that assists the new ventures to overcome challenges due to the liability of newness in the strategic adaptation stage.Design/methodology/approachThis is a conceptual paper. Through a critical literature review on new venture survival and organizational memory, the authors identified the possibility for new ventures to learn from other firms from organizational learning and resource-based perspectives.FindingsThe authors found that new ventures can acquire and analyze the existing rivals' strategic moves documented in multiple sources, such as published yearbook, financial report, media, etc., and develop their own strategies. New ventures can also benefit from the relatively high degree of organizational inertia of existing rivals.Practical implicationsNew venture survival and performance are substantially affected by the initial organizational learning and strategic decision-making. Applying the memory-inconsistent strategy (MIS), new ventures that lack competitive experiences can learn from their rivals by internalizing the rivals' competitive memory as strategic resources and utilizing such resources to develop a competitive strategy.Originality/valueNew venture research in competitive markets focuses on the challenges and difficulties due to the lack of experiences, neglecting the fact that new ventures can learn from competitive memories of existing rivals. However, the lack of competitive experiences also means a lower degree of organizational inertia and other strategic commitments. The authors introduce the MIS and suggest that new ventures can benefit from strategic flexibility and create a temporary competitive advantage by surprising existing firms.

CSR portfolio characteristics and performance outcomes: examining the impacts of CSR portfolio diversity and dynamism

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kyle Turner ◽  
Craig A. Turner ◽  
William H. Heise
Keyword(s):  
Firm Performance ◽  
Dynamic Range ◽  
Performance Outcomes ◽  
Short Term ◽  
Content Type ◽  
Short And Long Term ◽  
Long Term Performance ◽  
Term Performance ◽  
The Relationship

Purpose The purpose of this paper is to introduce and test a portfolio view of a firm’s corporate social responsibility (CSR) activities. Drawing from stakeholder theory and the dynamic capabilities literature, the authors introduce CSR portfolio diversity and dynamism as key portfolio characteristics that have differential impacts across short- and long-term performance contexts. Design/methodology/approach The study draws from the Kinder, Lydenberg and Domini database to examine CSR portfolio diversity and dynamism across seven dimensions of CSR activities. The authors test the direct and indirect relationships between CSR portfolio characteristics and both short- and long-term performance outcomes to assess the opportunities and challenges associated with managing a diverse and dynamic CSR portfolio. Findings The findings suggest that a diverse portfolio of CSR activities positively impacts long-term performance; however, CSR portfolio diversity yields negative performance outcomes in the short-term. The authors also find that CSR portfolio dynamism moderates the relationship between CSR level and firm performance, such that a dynamic portfolio of CSR positively moderates the relationship between a firm’s CSR level and long-term performance; however, it negatively moderates the relationship between CSR level and short-term performance. Originality/value This study integrates insights from the literature that examine the independent effects of individual CSR activities and the broader perspective that assesses the aggregated summation of CSR activities in relation to firm performance. By taking a portfolio perspective, the present study provides a unique integration of these two research streams to examine the performance implications of engaging in a diverse and dynamic range of CSR activities.

The contrasting moderating effect of exploration on the relationship between stock options/stock ownership and a firm’s long-term performance

2018 ◽  
Vol 56 (9) ◽  
pp. 1956-1968 ◽  
Author(s):  
Gun Jea Yu ◽  
Joonkyum Lee
Keyword(s):  
Stock Options ◽  
Chief Executive ◽  
Moderating Effect ◽  
Stock Ownership ◽  
Content Type ◽  
And Performance ◽  
Long Term Performance ◽  
Term Performance ◽  
The Relationship

Purpose The purpose of this paper is to investigate the contrasting moderating effect of a firm’s exploration on the relationship between the two types of long-term incentives (stock options/stock ownership) for the chief executive officers and a firm’s long-term performance. Even though the two types of incentives are designed to improve long-term performance, the degrees of impact on long-term performance differ. Based on behavioral agency theory, this study theoretically and empirically examines the role of a firm’s exploration on the above relationship. Design/methodology/approach This study used three archival sources to obtain data on stock options, stock ownership, patents and exploration, financial measures, and others. Based on a sample of 1,963 firms in various industries from 1995 to 2006, this study tested the moderating effect of a firm’s exploration on the relationship between stock options/ownership and a firm’s performance. Findings This study reveals the contrasting moderating effect of a firm’s exploration on the relationship between stock options/ownership and a firm’s long-term performance: a positive moderating effect on the relationship between stock options and performance and a negative moderating effect on the relationship between stock ownership and performance. In addition, empirical evidence was added on the inverted U-shaped relationship between stock ownership and a firm’s long-term performance. Originality/value There is little research on a firm’s internal characteristics that strengthen or weaken the effects of stock options and stock ownership on firm performance. This study demonstrates the differential moderating effects of exploration on the relationship between stock options/stock ownership and long-term performance. Such effects of exploration come from the different risk features of stock options and stock ownership. The key implication is that stock options could be more effective than stock ownership to enhance a firm’s long-term performance when a firm has a strong exploration orientation.

Rethinking strategic marketing: achieving breakthrough results

2005 ◽  
Vol 26 (3) ◽  
pp. 20-34 ◽  
Author(s):  
Dale Fodness
Keyword(s):  
Design Methodology ◽  
Raw Materials ◽  
Strategic Thinking ◽  
Strategic Decision ◽  
Strategic Marketing ◽  
Strategic Decision Making ◽  
Real Power ◽  
Content Type ◽  
And Performance ◽  
Practical Implications

PurposeTo provide a practical overview of strategic thinking concepts and practices for marketing and other managers that can help them improve their strategy making.Design/methodology/approachThe raw materials of strategic thinking are illustrated by case studies and examples from a range of industries to aid managers in their successful application. The principles and techniques are presented in four categories: thinking strategies, strategic decision making, strategic competencies and visualizing strategy.FindingsOffers marketers an approach for moving beyond the automatic application of traditional strategic frameworks to identify and to achieve breakthrough strategies. Recognizes the real power of strategic thinking as a source of competitive advantage.Practical implicationsThe principles and practices proposed represent a practical system for enhancing strategic promise and performance, as well as for reducing the risks of strategic failure.Originality/valueThe marketing discipline is long overdue in applying the same attention and rigor to strategic thinking that it applies to strategic planning and this paper offers managers practical help in identifying and developing strategic thinking competencies.

scholarly journals Relationship between slack resources and performance: temporal symmetry and duration of effects

2020 ◽  
Vol 29 (3) ◽  
pp. 255-275 ◽  
Author(s):  
Maria Agusti-Perez ◽  
Jose Luis Galan ◽  
Francisco J. Acedo
Keyword(s):  
Long Term Effects ◽  
Short Term ◽  
Slack Resources ◽  
Content Type ◽  
Industrial Companies ◽  
Permanent Effect ◽  
And Performance ◽  
The Impact ◽  
Temporal Symmetry ◽  
Financial Profitability

PurposeAlthough slack resources and their relationship to performance have been widely studied in the literature, the temporal symmetry of this relationship, and the duration of its effects, are still unknown aspects and are the objective of this paper.Design/methodology/approachTo evaluate this effect, an exploratory study has been designed on a sample of 449 Spanish industrial companies over a period of 12 years, assessing the impact of idle resources on economic and financial profitability. By means of hierarchical regressions, the short- term, medium- term and long-term effects of slack resources have been evaluated.FindingsThe results show that the impact on performance depends on the type of resource considered. Available slack has a consistent and positive effect on economic profitability in the short term. Other types of slack show persistent effects on performance, but, in the case of the recoverable slack, with a negative sign that contradicts the benefits provided by these resources. Finally, potential slack only has a permanent effect on financial profitability, but the sign changes depending on the economic context under consideration. There are also differences in the duration of the effects according to the type of resources.Originality/valueThis paper advances the knowledge about the slack-performance relationship over time that has been scarcely studied.

Thriving in the post‐crisis economy: managing a nexus of capabilities

2013 ◽  
Vol 29 (4) ◽  
pp. 3-6
Author(s):  
Page West
Keyword(s):  
General Level ◽  
Senior Executives ◽  
Multiple Stakeholders ◽  
Short Term ◽  
Strategic Action ◽  
Content Type ◽  
Recent Financial Crisis ◽  
Term Performance ◽  
Practical Implications ◽  
Management Thinking

PurposeThe aim of this viewpoint is to highlight new management thinking for achieving growth in a difficult economic environment.Design/methodology/approachThe recent financial crisis has presented challenges for organizations to achieve growth while remaining sensitive to the needs of multiple stakeholders. These challenges were discussed in depth by senior executives attending a recent management conference. This summary is provided by a professor whose teaching and research focus on strategy and innovation, and distills the findings of the conference down to a guideline for strategic action.FindingsExecutives discuss the need for more integrative thinking and coordinated practice, creating more meaning within their organizations, connecting more substantively with external constituencies, and moving beyond mostly short term performance measures. Managing the company as a “nexus of capabilities” provides important competitive benefits while meeting these needs.Practical implicationsStrategic action steps for managing the business as a “nexus of capabilities” are provided in a concise outline format.Originality/valueIdeas about how management can address the combination of growth and social concerns about business usually stays at a general level. This paper provides an actionable guideline derived from the experiences of companies that have already gone down this path. The paper presents the nature of the challenges and the summary of best practices discussed by strategy executives into a condensed and easy‐to‐digest format.

Performance of Flexible and Rigid Pavements in Ohio

1996 ◽  
Vol 1536 (1) ◽  
pp. 94-102
Author(s):  
Hamid Mukhtar ◽  
Osama Abdulshafi
Keyword(s):  
Performance Prediction ◽  
Performance Data ◽  
Functional Classification ◽  
Short Term ◽  
Rigid Pavement ◽  
Rigid Pavements ◽  
And Performance ◽  
Variance Estimates ◽  
Term Performance ◽  
Prediction Parameters

Deviations in traffic and performance prediction parameters and overall standard deviations applicable to Ohio were determined. Pavement test sites were selected to represent the statewide distribution of pavement designs in Ohio, characterized by such factors as material type, functional classification, and different climatic and soil regions. Core samples were obtained and several laboratory tests were conducted to determine the as-constructed material properties and variability of the design input parameters. Comparison of predicted and observed performances based on approximately 4 years of data indicated that the AASHTO equation does not predict the performance of flexible pavements in Ohio. The predicted and the observed performances for rigid pavement sites were essentially the same, that is, no change in the observed and the predicted pavement serviceability index (PSI); however, these observations were based on short-term performance data. The overall variance estimates for flexible and rigid pavements were not obtained due to lack in the change of performance data for most sections.

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