Red Queen Competition through Innovations on a Digital Platform for Experience Goods

This study examines a dynamic process of competition, learning, and innovation, referred to as Red Queen, on a digital platform for trading experience goods. Specifically, by analyzing the package tours sold by 114 travel agencies on the world\u27s largest online travel platform - Trip.com, the study reveals initial evidence of Red Queen as a type of intra-platform competition and how it is played out by firms through continuous innovations. The findings suggest that the providers of experience goods, on a digital platform without intellectual property protection, should maintain appropriate innovation postures according to the type of innovations and level of rivalry in the markets. High performance may result from leading postures for incremental innovations, and from middle-of-the-road postures for radical innovations, especially in high-rivalry markets. These findings can help experience goods providers strategize what, how, and where to innovate in order to beat competition and improve performance on digital platforms

An empirical examination of the dynamics of strategic groups

Includes bibliographical references (p. 30-32)

The building blocks of a cloud strategy:evidence from three SaaS providers

Before looking to enter a cloud-based market, weigh industry characteristics and one's own stock of design capital

An empirical analysis of the relationships among entrepreneurial orientation, organizational culture and firm performance

The objective of this dissertation was to empirically assess the entrepreneurial orientation (EO) to firm performance relationship and the potential influence of organizational culture (OC). Specifically, OC was examined as a potential predictor of the degree of EO and as a potential moderator of the EO to performance relationship. Firm performance was assessed with the weighted average performance scale and 1997 year ending return on assets (ROA) and return on equity (ROE). The sample frame consisted of a national sample of bank presidents. The mailing list was purchased from Thomson Financial Publishing. A self-report questionnaire was mailed to a stratified random sample of 2,100 potential respondents. A total of 535 completed and usable questionnaires were returned. This represented a response rate of approximately 26 percent. Hypotheses positing an association between the degree of EO and performance and an association between OC and the degree of EO were tested. OC as a potential moderator of the EO to performance relationship was also tested. Multiple regression, multivariate analysis of variance, and moderated multiple regression were used in statistical analyses. Statistical analysis revealed that (1) No significant relationships exist between EO and any of the three performance measures. (2) After controlling for bank size and age, three of the four OC types were found to significantly influence the degree of EO. (3) OC type did not moderate the effects of EO on firm financial performance. The managerial and theoretical implications of the findings of this dissertation were discussed along with contributions made to the extant knowledge in management. Finally, suggestions for future research were presented

Digital orientation and environmental performance in times of technological change

Digitalization is increasingly seen as a strategic means for firms to yield competitive and environmental advantages. Still, current empirical research does not yet provide ample evidence on how a firm's strategic posture towards digitalization connects to environmental performance. This study examines the link between digital orientation and environmental performance as well as the moderating role of technological turbulence. The natural-resource-based view and literature on strategic orientations provide the conceptual foundations. The hypotheses are tested with data from 515 U.S. Standard and Poor's 500 companies with 2,800 firm observations from 2009 to 2019. The results indicate that, first, a firm's digital orientation has a significant and positive effect on environmental performance and, second, this effect is even more pronounced in technologically turbulent business environments. In sum, our findings suggest that managers can improve their firm's environmental performance and competitive position by increasing the digital orientation within their organizations. We thus add to the literature on the natural-resource-based view by identifying digital orientation as a strategy aligned with the natural environment. Finally, we derive practical implications for managers and policymakers aiming to bring together digitalization and green strategies

Digital strategy

The digital strategy presents a framework for digital business transformation and an inevitable requirement for achieving success in a digital world. The pace of change and innovation in digital businesses is not slowing down and today almost no business can ignore its digital aspect but what drives digital transformation is a strategy, not technology. Therefore, the ability to digitally reimagine the business is determined by a clear digital strategy, and the leaders able to implement it in the organization. Inertia is not the solution to uncertainty. Having a clear vision, goals and objectives help organizations to reduce this ambiguity and adapt to an everchanging digital environment. Agile outperforms the traditional approach and new, innovative organizations replace incumbents that do not adapt fast enough in a process known as creative destruction

Navigating the Paradox of IT Novelty and Strategic Conformity: The Moderating Role of Industry Dynamism

Although achieving strategic distinctiveness is critical for firms in dynamic industries, where the competitive landscape and market conditions frequently change, there is a paucity of research on the impact of information technology (IT) on a firm’s strategic conformity (or distinctiveness). Motivated by the importance of strategic conformity and emergence of novel technologies, we draw on institutional theory and hypothesize that IT Novelty positively impacts strategic conformity. Second, drawing on resource-based view, we hypothesize that market dynamism and competitive dynamism negatively moderate the effect of IT Novelty on strategic conformity. Third, we hypothesize that the moderating impact is stronger for market dynamism than competitive dynamism. We find support for our hypotheses using a fifteen-year dataset from over 300 U.S. manufacturing firms. Our study contributes to theory and managerial practice by combining institutional and resource-based view perspectives to examine how IT Novelty shapes a firm’s strategic conformity, particularly in dynamic industry conditions

Electronic Integration and Business Network Redesign: A Roles-Linkage Perspective

Information Systems Working Papers Serie

Understanding Performance Differences in Small Family Firms: A Resource-Based View.

This dissertation examined the resource-based view of the firm to explain performance differences among family businesses. How do resources impact strategy and performance in the family firm and what resources are important to strategy and performance in the family firm were the primary research questions. Hypothesized relationships between reputation and financial resources, between human resources, financial resources, and physical resources and strategic perspective, and between strategic perspective and performance were tested in sample of family owned/operated retail jewelry stores. Structural equation modeling (LISREL 8) was used to develop a measurement model and structural model to test the patterns of relationships between the study\u27s constructs. Although indirect effects of resources on performance were the primary focus of the study, both direct and indirect effects were tested. Support was found for hypotheses linking human resources, measured as information processing capacity, and strategic perspective and strategic perspective and performance. In the nested model comparison process, an additional linkage, between reputation and performance, found support. Results generally supported the resource-based view of the firm, thus validating its usefulness as a theoretical base for the study of family firms. For this sample, results indicated that some resources are more critical to firm performance than others, suggesting that successful firms can profit from configuring resources to exploit key resources. Further, family firms that use their information processing capacity to broaden their strategic perspective exhibit stronger performance. Finally, the effect of resources in performance can be both direct and indirect, as was the case here with reputation

Growing in the Digital Economy: The Case of a Digital Enterprise in a Developing Country

Africa has a higher business discontinuation rate of 13 percent when compared with that of Europe and the USA. This situation calls for a study that explores the strategic actions and growth of digital enterprises which are able to survive within the African context. Again, studies on Digital Business Strategy (DBS) which is a multidimensional concept focus on digital enterprises with formalised structures. Against this background, using a comprehensive DBS framework, this study explored the DBS evolution of a digital enterprise in a developing economy in the quest to survive and grow. Miles and Huberman’s transcendental realism technique was adopted for the case analysis. Three major growth events were identified in the case. The digital business strategic actions of the enterprise were reviewed for each of the phases of growth. It was discovered that the survival of the digital enterprise, in the first stage of growth, depends largely on the entrepreneur\u27s innovativeness, and the competence to govern the available resources to achieve competitive advantage. This research is arguably the first to explore the growth and survival of a digital enterprise using a multidimensional DBS framework. Lessons from the study are of practical importance to managers and executives of digital enterprises who are struggling to develop digital business strategic actions to survive and grow. This study is useful for entrepreneurs who wish to develop DBS to survive and thrive in the digital economy of an African country