460 research outputs found
Diversification and hybridization in firm knowledge bases in nanotechnologies
The paper investigates the linkages between the characteristics of
technologies and the structure of a firms' knowledge base. Nanotechnologies
have been defined as converging technologies that operate at the nanoscale, and
which require integration to fulfill their economic promises. Based on a
worldwide database of nanofirms, the paper analyses the degree of convergence
and the convergence mechanisms within firms. It argues that the degree of
convergence in a firm's nano-knowledge base is relatively independent from the
size of the firm's nano-knowledge base. However, while firms with small
nano-knowledge bases tend to exploit convergence in each of their
patents/publications, firms with large nano-knowledge bases tend to separate
their nano-R&D activities in the different established fields and achieve
diversity through the juxtaposition of the output of these independent
activitie
Negotiation in strategy making teams : group support systems and the process of cognitive change
This paper reports on the use of a Group Support System (GSS) to explore at a micro level some of the processes manifested when a group is negotiating strategy-processes of social and psychological negotiation. It is based on data from a series of interventions with senior management teams of three operating companies comprising a multi-national organization, and with a joint meeting subsequently involving all of the previous participants. The meetings were concerned with negotiating a new strategy for the global organization. The research involved the analysis of detailed time series data logs that exist as a result of using a GSS that is a reflection of cognitive theory
An empirical investigation of Network-Oriented Behaviors in Business-to-Business Markets
This study is concerned with the extent to which network-oriented behaviors directly and/or indirectly affect firm
performance. It argues that a firm's interaction behaviors in relation to an embedded network structure are key
mechanisms that facilitate the development of important organizational capabilities in dealing with business
partners. Such network-oriented behaviors, which are aimed at affecting the position of a company in the
network, are consequently important drivers of firm performance, rather than the network structure alone. We
develop a conceptual model that captures network-oriented behaviors as a driving force of firm performance
in relation to three other key organizational behaviors, i.e., customer-oriented, competitor-oriented and
relationship-oriented behaviors. We test the hypothesized model using a dataset of 354 responses collected
via an on-line questionnaire from UK managers, whose organizations operate in business-to-business markets
in either the manufacturing or services sectors. This study provides four key findings. First, a firm's networkoriented
behaviors positively affect the development of customer-oriented and competitor-oriented behaviors.
Secondly, they also foster relationship coordination with its important business partners within the network.
Thirdly, the effective management of the firm's portfolio of relationships is found to mediate the positive impact
of network-oriented behaviors on firm profitability. Lastly, closeness to end-users amplifies the positive effect of
network-oriented behaviors on relationship portfolio effectiveness
Recommended from our members
A Cognitive Mapping Approach to Business Models: Representing Causal Structures and Mechanisms
Research has highlighted the cognitive nature of the business model intended as a cognitive representation describing a business’ value creation and value capture activities. Whereas the content of the business model has been extensively investigated from this perspective, less attention has been paid to the business model’s causal structure – i.e. the pattern of causeeffect relations that, in top managers’ or entrepreneurs’ understandings, link value creation and value capture activities. Building on the strategic cognition literature, this paper argues that conceptualizing and analyzing business models as cognitive maps can shed light on four important properties of a business model’s causal structure: the levels of complexity, focus, and clustering that characterize the causal structure; and the mechanisms underlying the causal links featured in that structure. I use examples of business models drawn from the literature as illustrations to describe these four properties. Finally, I discuss the value of a cognitive mapping approach for augmenting extant theories and practices of business model design
Age-Related Attenuation of Dominant Hand Superiority
The decline of motor performance of the human hand-arm system with age is well-documented. While dominant hand performance is superior to that of the non-dominant hand in young individuals, little is known of possible age-related changes in hand dominance. We investigated age-related alterations of hand dominance in 20 to 90 year old subjects. All subjects were unambiguously right-handed according to the Edinburgh Handedness Inventory. In Experiment 1, motor performance for aiming, postural tremor, precision of arm-hand movement, speed of arm-hand movement, and wrist-finger speed tasks were tested. In Experiment 2, accelerometer-sensors were used to obtain objective records of hand use in everyday activities
Recommended from our members
How to Develop Strategic Management Competency: Reconsidering the Learning Goals and Knowledge Requirements of the Core Strategy Course
The dominance of theory-based approaches to strategy teaching has not displaced the need for core courses in strategic management to cultivate broader management skills. Yet, limited attention has been given to explicating, first, why we need to teach these skills, second, which skills we need to teach, and third how they can to be developed in the classroom. To help answer these three questions we need to understand the linkages between theory-based and skills-based approaches to strategy teaching. We begin with the proposition that the purpose of the core strategic management is to develop the strategic management competency of our students. We then adopt a systematic approach to identifying the why, what, and how components of strategic management competency. We show why analytical tools need to be complemented by judgment, insight, intuition, creativity, and social and communicative skills. We outline what these skills are and where they come from. Finally, we derive implications for how we should design and deliver of the core strategic management course
Accelerated Multi-Organization Conflict Resolution
In this paper, we discuss two situations where two organizations with different aims recognized the dysfunctionality of their relationship. In each of these cases, which were long running (6–8 months), the organizations had worked hard to resolve this dysfunctionality, and conflict, by organizing off-site meetings designed to resolve the conflict. These 1-day meetings failed. Subsequently Group Support System workshops were used for 1 day workshops and in each case the conflict was essentially resolved within 55 min. The research reported in this paper seeks to answer the question: what happened in these cases that led to a resolution of the conflict in such a short time period, given other attempts had failed? Specifically the paper explores the impact of the GSS used to facilitate two organizations seeking to resolve a conflictual situation
Cognitive frames in corporate sustainability: managerial sensemaking with paradoxical and business case frames
Corporate sustainability confronts managers with tensions between complex economic, environmental, and social issues. Drawing on the literature on managerial cognition, corporate sustainability, and strategic paradoxes, we develop a cognitive framing perspective on corporate sustainability. We propose two cognitive frames—a business case frame and a paradoxical frame—and explore how differences between them in cognitive content and structure influence the three stages of the sensemaking process—that is, managerial scanning, interpreting, and responding with regard to sustainability issues. We explain how the two frames lead to differences in the breadth and depth of scanning, differences in issue interpretations in terms of sense of control and issue valence, and different types of responses that managers consider with regard to sustainability issues. By considering alternative cognitive frames, our argument contributes to a better understanding of managerial decision making regarding ambiguous sustainability issues, and it develops the underlying cognitive determinants of the stance that managers adopt on sustainability issues. This argument offers a cognitive explanation for why managers rarely push for radical change when faced with complex and ambiguous issues, such as sustainability, that are characterized by conflicting yet interrelated aspects
- …