Entrepreneurs and strategic decisions

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Antecedents of Strategic Orientations in Romanian SMEs: An Institutional Framing Perspective

Contains fulltext : 116923.pdf (publisher's version ) (Open Access)23 p

Conclusions: an outline of ESDM Research

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The psychology of entrepreneurial strategic decisions

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Innovation at the Base of the Pyramid

Contains fulltext : 131861.pdf (publisher's version ) (Closed access)In complex and changing environments, competition increases and the pace of change accelerates. Under these conditions firms need to invest in exploiting existing competencies and exploring new ones (Floyd & Lane, 2000). Cohen and Levinthal (1990: 128) claim that firms increasingly need to be able to recognize the value of new, external information, assimilate it, and apply it to commercial ends, which they refer to as a firm’s absorptive capacity. Absorptive capacity leads to competitive advantage (Cohen & Levinthal, 1990) and increased firm performance (Tsai, 2001). As such, it has become an important antecedent for a firm’s success in dynamic environments. However, it has been frequently argued that firms cannot create sustainable competitive advantage without combining both exploratory and exploitative innovation. Following March (1991), we make a distinction between two forms of innovation: exploration and exploitation. Both types of innovation are important for the viability of a company. Exploitation creates reliability in experience through refinement of knowledge and thus is associated with incremental innovations (Benner & Tushman, 2003; Holmqvist, 2004; Jansen et al., 2006). Exploration results from the search for new organizational routines and the discovery of new approaches to technologies, businesses, processes and products, and therefore is closely associated with radical innovation (March, 1991; He & Wong, 2004). Returns associated with exploitative innovation are certain, closer in time and are likely to generate stable performance

Entrepreneurial decision styles and cognition in SMEs

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Leaders' emotional expressiveness and their behavioural and relational authenticity: Effects on followers

10.1080/1359432X.2011.626199European Journal of Work and Organizational Psychology2214-1

Cognitive representations of institutional change: Similarities and dissimilarities in the cognitive schema of entrepreneurs

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Innovation at the Base of the Pyramid

In complex and changing environments, competition increases and the pace of change accelerates. Under these conditions firms need to invest in exploiting existing competencies and exploring new ones (Floyd & Lane, 2000). Cohen and Levinthal (1990: 128) claim that firms increasingly need to be able to recognize the value of new, external information, assimilate it, and apply it to commercial ends, which they refer to as a firm’s absorptive capacity. Absorptive capacity leads to competitive advantage (Cohen & Levinthal, 1990) and increased firm performance (Tsai, 2001). As such, it has become an important antecedent for a firm’s success in dynamic environments. However, it has been frequently argued that firms cannot create sustainable competitive advantage without combining both exploratory and exploitative innovation. Following March (1991), we make a distinction between two forms of innovation: exploration and exploitation. Both types of innovation are important for the viability of a company. Exploitation creates reliability in experience through refinement of knowledge and thus is associated with incremental innovations (Benner & Tushman, 2003; Holmqvist, 2004; Jansen et al., 2006). Exploration results from the search for new organizational routines and the discovery of new approaches to technologies, businesses, processes and products, and therefore is closely associated with radical innovation (March, 1991; He & Wong, 2004). Returns associated with exploitative innovation are certain, closer in time and are likely to generate stable performance

Information processing and strategic decision-making in small and medium-sized enterprises: The role of human and social capital in attaining decision effectiveness

Contains fulltext : 112092.pdf (publisher's version ) (Closed access)21 november 201125 p