83 research outputs found
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Market Orientation, Growth Strategy, and Firm Performance: The Moderating Effects of External Connections
This study examines the mediating effect of growth strategy (including market and product expansion strategies) on the linkage of market orientation (MO) to firm performance and the moderating effects of a firm's external connections (including political and business ties) on the relationship between MO and growth strategy. It finds that both market and product expansion strategies are key conduits through which MO improves firm performance. In addition, the relationship between MO and market expansion strategy is positively moderated by political ties but negatively moderated by business ties, while the linkage of MO to product expansion strategy is moderated negatively by political ties but positively by business ties. By combining mediating and moderating effects in a framework that integrates MO, growth strategy, external connections, and firm performance, this study enriches our knowledge on the implications of MO and provides insight into factors that facilitate firm growth
Ambidextrie – der organisationale Drahtseilakt. Synergie zwischen Exploration und Exploitation als Voraussetzung für die digitale Transformation
Sich disruptiv verändernde Rahmenbedingungen können dazu führen, dass bisher erfolgreiche Geschäftsmodelle innert weniger Jahren obsolet werden. Geschuldet ist dies einer mangelnden Anpassungsfähigkeit, deren Ursache unter anderem in der sogenannten Pfadabhängigkeit wurzeln kann. Die Pfadabhängigkeit bezeichnet eine Situation, in der die Auswirkungen von stark durch die Vergangenheit geprägten Entscheiden dazu führen, dass die Möglichkeit bzw. Notwendigkeit neuer Geschäftsmodelle nicht erkannt, verpasst oder deren Chancen falsch eingeschätzt werden. Das Ausbrechen aus der Pfadabhängigkeit ist für den Fortbestand von Unternehmen daher von zentraler Bedeutung. Das Konzept der organisationalen Ambidextrie widmet sich dieser Problemstellung. Ambidextrie beschreibt die Fähigkeit eines Unternehmens, einerseits das Kerngeschäft stetig weiterzuentwickeln, gleichzeitig aber auch neue Wege und Denkweisen zu etablieren und so sicherzustellen, dass Veränderungen im Umsystem rechtzeitig erkannt und die sich dadurch bietenden Chancen für die Zukunft genutzt werden. Eine Fähigkeit, die gerade im Zeitalter der Digitalisierung an Wichtigkeit gewinnt
Resource bricolage and growth of product and market scope in social enterprises
This research aims to understand how resource bricolage strategy plays a role in the growth of social enterprises in terms of their product and market. Based on interviews with nine social enterprises, our exploratory finding suggests that social enterprises often employ both internal and network resources in the process of making do. We further explore the relationship between the form of resource utilisation and the nature and scope of activities that the social enterprises embark upon, and find that only those relying on both internal and network bricolage are able to expand into new markets utilising newly developed products. We also find that social enterprises relying on only internal resources can reach the same point through incremental improvisation, by first moving towards either product extension or market expansion, before then embarking on the other. This research contributes to the social entrepreneurship literature by enhancing our understanding of the relationship between resource bricolage strategy and growth of social enterprises through product/ market scope in a penurious environment. The findings of this research also have implications for social enterprise managers and policy makers in utilising their resources and responding to environmental opportunities and challenges
Contrasting perspectives of strategy making: applications in 'Hyper' environments
We revisit the original meaning of turbulence in the socioecological tradition of organization studies and outline a perspective on strategy making grounded in that tradition. This entails a contrast of the socioecological perspective with the more well-known neoclassical perspective on strategy, based on their core decision premises and their different understandings of environmental turbulence. We argue that while some mainstream strategy approaches have taken important strides toward addressing advanced turbulence, many others remain tethered to the neoclassical origins of the strategy discipline and are insufficiently responsive to the new landscape of strategy that now characterizes many industries. This new landscape is construed as the ‘hyper environment’, in which positive feedback processes and emergent field effects produce high volatility. We use two case illustrations from the US healthcare sector to examine how neoclassical and socioecological perspectives contribute to strategizing in hyper environments. Implications for strategic management theory and practice flow from this analysis
Strategisch management. Recente ontwikkelingen in ondernemingsstrategie.Door H. Igor Ansoff, Robert L. Hayes, H. J. W. Brouwer.
Alphen aan den Rijns Brussel; Samsomj 1978. 8., 174 pL5/234ERRORMISSING26
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