Business exit and strategic change: Sticking to the knitting or striking a new strategic path?

The purpose of this study is to examine the potential of business exit for initiating strategic change in divesting parent firms. In contrast to prior literature that mainly investigates the impact of different antecedents on the likelihood of business exit in general, this study additionally tests the influence of these antecedents on the choice between two exit types with a cross-industry sample of divesting firms listed in the German CDAX over the time period 1999-2004. A divestiture involving strategic change is a strategic business exit; otherwise it is denoted as status quo-preserving. The findings reveal that a relatively highly dissipated focus does not automatically enhance the likelihood of business exit in general and status quo-preserving business exit in particular. CEO turnover and pressures exerted by institutional investors predict neither strategic nor status quo-preserving business exit. Low firm performance does not nurture the likelihood of business exit per se but especially promotes status quo-preserving business exit

Business exit and strategic change: Sticking to the knitting or striking a new path?

The purpose of this study is to examine the potential of business exit for initiating strategic change in divesting parent firms. In contrast to prior literature that mainly investigates the impact of different antecedents on the likelihood of business exit in general, this study additionally tests the influence of these antecedents on the choice between two exit types with a cross‐industry sample of divesting firms listed in the German CDAX over the time period 1999–2004. A divestiture involving strategic change is a strategic business exit; otherwise it is denoted as status quo preserving. The findings reveal that a relatively highly dissipated focus does not automatically enhance the likelihood of business exit in general and status‐quo‐preserving business exit in particular. CEO turnover and pressures exerted by institutional investors predict neither strategic nor status‐quo‐preserving business exit. Low firm performance does not nurture the likelihood of business exit per se but especially promotes status‐quo‐preserving business exit

The Drivers and Implications of Business Exit – An Application and Extension of Prior Findings

The purpose of this study is to extend the current understanding of business divestiture by investigating its potential for triggering strategic reorientation. A divestiture involving strategic reorientation is here denoted as a strategic business exit, otherwise it is a status quopreserving business exit. The motives for divestiture specified in prior studies are mainly associated with firm financial performance and corporate strategy. Most studies investigate their impact on divestiture separately though both may interact. This study contributes to research by, first, distinguishing divestiture types, and, second, empirically testing the influence of performance and strategy both separately and in conjunction on the choice between strategic and status quo-preserving business exit with secondary data on 213 divestitures during 1999-2004 which were undertaken by a cross-industry sample of 91 firms listed in the German CDAX. The findings mainly indicate that firm financial performance is a stronger predictor of strategic business exit than corporate strategy

Learning Sequences: Their Existence, Effect, and Evolution

Much is known about the importance of learning and some of the distinct learning processes that organizations use (e.g., trial-and-error learning, vicarious learning, experimental learning, and improvisational learning). Yet surprisingly little is known about whether these processes combine over time in ordered ways, because most research on learning explores one particular process. Using theory elaboration and theory-building methods and data on the accumulated country entries of entrepreneurial firms, we address this gap. Our core contribution is an emergent theoretical framework that develops the concept of learning sequences. We find that learning sequences exist and are influenced by initial conditions. We also find that learning sequences evolve in fundamentally distinct ways over time and with repeated use. Finally, data show how different learning sequences differentially affect both shorter- and longer-term performance, suggesting that it matters which learning processes are used and when. Overall, our findings on learning sequences have important implications for learning theory, international entrepreneurship, and the growing literature on process management

Safety-Specific Leadership, Goal Orientation, and Near-Miss Recognition: The Cross-Level Moderating Effects of Safety Climate

Near-miss recognition is an increasingly important area of research in safety management. Drawing on the self-determination theory, we ask whether and how safety-specific transformational leadership and safety-specific active transactional leadership promote near-miss recognition. We also explore the boundary condition by focusing on the moderating role of safety climate. We analyzed time-lagged data from 370 participants, and found that safety-specific transformational leadership enhances employees’ near-miss recognition (by enhancing their learning goal orientation), and that safety-specific active transactional leadership also positively influences employees’ near-miss recognition (by stimulating their performance goal orientation). In addition, we show that safety climate strengthens the relationship between safety-specific transactional leadership and employees’ performance goal orientation, but does not affect the relationship between safety-specific transformational leadership and employees’ learning goal orientation. We discuss the implications and limitations of the research

Advice to entrepreneurs and small business

Concerns about the quality of business’s management and productivity has increased the salience of advice for policymakers. For policymakers, possibilities exist to develop advisory services and improve business practices bringing wider benefits to the economy and society. For academics, the problem of advice has become more important as it relates to firm development. Major perspectives on advice have developed in isolation from each other, in particular the psychology of advice taking and the managerial and economic perspectives. Hence it may be time for a re-think. The appraisal will be timely, as it reviews the literature on advice to entrepreneurs and to small firm managers. Therefore, the objective is to review the literature on advice to entrepreneurs and small business managers. In order to take advantage of the iterative potential that different perspectives would bring, this narrative literature review will need to understand these through the eyes of the advice seekers and the context within which they operate. Having identified and defined advice, the review discusses the different perspectives and the implications under five different headings that reflect the customer journey in the advice process from the initial “attraction” to advice, to the implications for businesses of consistent advice-taking. Implication for future research are presented

Turnover events, vicarious information, and the reduced likelihood of outlet-level exit among small multiunit organizations

A key question for organizational learning research is to identify opportunities and constraints for firms to gain useful information from the activities and performance of other firms. We argue that market-level turnover events generate and release vicarious information that small multiunit organizations can use to enhance their likelihood of survival. We focus on two specific turnover events, ownership transfers and contemporaneous exit-entry pairs (cases in which both outlet entry and outlet exit occur within the same market within the same time period), because these events are likely to generate and release information without altering the total number of outlets in a market. We find that the likelihood of a multiunit owner's outlet exit declines when there are many ownership transfers and exit-entry pairs in other markets where the owner also operates outlets. We conclude that these turnover events, even in just one market where a small multiunit organization is present, generate vicarious information substantial enough to increase the survival likelihood of all outlets of that multiunit organization. Our theory and supporting results show how organizational learning-based arguments can be combined with our knowledge of multiunit organizations to build a theory of relationships between geographically separated turnover events

The Critical Role of External Validity in Advancing Organizational Theorizing

The information systems field needs strong cumulative traditions to advance IS theory building and better explain real-world phenomena. Despite the hegemony of theory in our major journals and major improvements in methodology over the years, the field has yet to achieve strong cumulative traditions beyond a few limited areas. In this paper, we propose a methodology for building such traditions by relying on the framework of external validity that Shadish, Cook, and Campbell (2002) suggest. Our methodology classifies accumulated knowledge into four types, highlights several evolutionary pathways for theory building, and explains how researchers can apply it to extend their own theory. To examine the appropriateness of our typology of accumulated knowledge across the IS and management fields, we conducted a literature review of the empirical research in major IS and management journals over a recent two-year period and coded it according to relevant characteristics of Cronbach’s UTOS (i.e., units, treatments, outcomes, and settings). The technology acceptance model, IS success model, and resource-based view literatures illustrate how to apply the methodology. This evidence leads us to believe that establishing a cumulative tradition is well within the IS community’s grasp