Understanding Resources, Competences, and Capabilities in EU Common Security and Defence Policy

This paper defines key terms for the Improving the Effectiveness of EU Capabilities in Conflict Intervention (IECEU) project. The terms of focal interest are resources, capabilities, competences, together with effectiveness, efficiency, and success. Together they describe the projects interest in improving the capacity of EU missions and operations (capabilities) to achieve goals (effectiveness) through appropriate use of resources (efficiency) to deliver on EU objectives (success). The paper draws on strategic management literature to provide the theoretical basis and conceptual framework. Having described the interplay of resources, competences, capabilities, and objectives, the paper defines multi-level static, dynamic, and creative capabilities. It then goes on to consider the implications for CSDP and sets established headline civilian and military goals in the framework. There is a brief discussion on the need for comprehensive capabilities to deliver a comprehensive approach. Appendices are provided to indicate possible routes for empirical field work enquiries

Understanding Resources, Competences, and Capabilities in EU Common Security and Defence Policy

This paper defines key terms for the Improving the Effectiveness of EU Capabilities in Conflict Intervention (IECEU) project. The terms of focal interest are resources, capabilities, competences, together with effectiveness, efficiency, and success. Together they describe the projects interest in improving the capacity of EU missions and operations (capabilities) to achieve goals (effectiveness) through appropriate use of resources (efficiency) to deliver on EU objectives (success). The paper draws on strategic management literature to provide the theoretical basis and conceptual framework. Having described the interplay of resources, competences, capabilities, and objectives, the paper defines multi-level static, dynamic, and creative capabilities. It then goes on to consider the implications for CSDP and sets established headline civilian and military goals in the framework. There is a brief discussion on the need for comprehensive capabilities to deliver a comprehensive approach. Appendices are provided to indicate possible routes for empirical field work enquiries

Exploring Methods in Managerial and Organizational Cognition:Advances, Controversies, and Contributions

This book comprises the second volume in the recently launched New Horizons in Managerial and Organizational Cognition book series. Volume 1 (Sund, Galavan, & Huff, 2016), addressed the topic of strategic uncertainty. This second volume comprises a collection of contributions that variously report new methodological developments in managerial and organizational cognition, reflect critically on those developments, and consider the challenges that have yet to be confronted in order to further advance this exciting and dynamic interdisciplinary field. Contextualizing within an overarching framework the various contributions selected for inclusion in the present volume, in this opening chapter we reflect more broadly on what we consider the most significant developments that have occurred over recent years and the most significant challenges that lie ahead

A Conversation on Uncertainty in Managerial and Organizational Cognition

This book on uncertainty is the beginning of a series titled “N ew Horizons in Managerial and Organizational Cognition”. We asked Frances Milliken and Ge rard P. Hodgkinson, two well-known scholars who have made important contributions to ou r understanding of uncertainty to help introduce the effort. The brief bios found at the end o f this volume cannot do justice to the broad range of their contributions, but our conversation gi ves a flavor of the kind of insights they have brought to managerial and organizational cognition (M OC). The editors thank them for helping launch the series with a decisive exploration of what d efining uncertainty involves, how that might be done, why it is important, and how the task is ch anging. We were interested to discover that all five of us a re currently involved in research that considers the nature and impact of uncertainty, and we hope that readers similarly find that pa ying attention to uncertainty contributes to their current pro jects. Working together, we can further expand understanding of organizational settings and effective action for both researche rs and practitioners

Understanding Resources, Competences, and Capabilities in EU Common Security and Defence Policy

This paper defines key terms for the Improving the Effectiveness of EU Capabilities in Conflict Intervention (IECEU) project. The terms of focal interest are resources, capabilities, competences, together with effectiveness, efficiency, and success. Together they describe the projects interest in improving the capacity of EU missions and operations (capabilities) to achieve goals (effectiveness) through appropriate use of resources (efficiency) to deliver on EU objectives (success). The paper draws on strategic management literature to provide the theoretical basis and conceptual framework. Having described the interplay of resources, competences, capabilities, and objectives, the paper defines multi-level static, dynamic, and creative capabilities. It then goes on to consider the implications for CSDP and sets established headline civilian and military goals in the framework. There is a brief discussion on the need for comprehensive capabilities to deliver a comprehensive approach. Appendices are provided to indicate possible routes for empirical field work enquiries

Multimarket contact between partners and strategic alliance survival

Research SummaryThe impact of multimarket contact (MMC) between partners on strategic alliance survival is unclear, even though recent studies have suggested that MMC increases the likelihood of alliance formation. Our study investigates this issue by integrating two mechanisms occurring between multimarket firms: mutual forbearance and technological resource imitation. We argue that MMC between partners deters opportunism in alliances via mutual forbearance, resulting in a positive effect on the likelihood of strategic alliance survival. We also suggest that the positive effect is weakened in two settings with higher risks of technological resource imitation: technological overlap between partners and the presence of R&amp;D activities in an alliance. Evidence from strategic alliances in the global semiconductor industry supports these conclusions.Managerial SummaryRecent research has shown that firms encountering each other in multiple markets are more likely to form strategic alliances, but it is unclear whether these firms are likely to stick together. Our theory suggests that the threat of broad retaliation limits opportunism and increases the likelihood of alliance survival when partners encounter each other in multiple markets. Nonetheless, in settings where partners have similar technologies, or in alliances involving R&amp;D activities, their ability and incentives to copy each other's technological resources offsets the positive effect of multimarket contact on alliance survival. We study strategic alliances in the global semiconductor industry and find evidence consistent with these arguments.<br/

What are Cognitive Aids in Strategy?

In this chapter we reflect on cognitive aids and their role in strategy work. Strategy research and practice abounds with frameworks, models, tools, and processes, meant to describe, and guide the strategy work of managers. These are all examples of cognitive aids. These aids guide and support managerial cognition, the way managers make sense of the world. What we collectively call the cognitive aids of strategy have a profound impact on the way managers learn about, conceptualize, share, and enact strategy work and strategies in their organizations. Despite the importance of their cognitive role, many cognitive aids in strategy are presented without reference to the underlying cognitive theory that explains why and how the aid might be useful. Tools are presented as useful for management thinking, but without any substantive reflection or exploration of the cognitive reasons. In this essay, we provide a definition of cognitive aids in strategy and begin exploring the landscape of cognitive theories that can explain why something might be a cognitive aid. We then briefly outline the contributions to the edited volume “Cognitive Aids in Strategy”, and end with an invitation to expand your exploration beyond

Business Models and Cognition

The concept of the business model has become very popular in the strategy and innovation literature's. Recent research has acknowledged its cognitive underpinnings, its status as a mental construct, and has highlighted how managers’ cognitive and social sense-making patterns influence business model design and how shared logics enable innovation. Yet, the specific cognitive underpinnings of business models, though often mentioned, are rarely explicitly studied. Business Models and Cognition addresses this gap by focusing directly on intersections between business model studies and cognitive studies. Gathering an international, multidisciplinary team of business model and cognition scholars, this book not only identifies surprising connections between these two existing literature's, but also offers new reflections on future avenues of research for both in order to explore the cognitive foundations of business modelling. For its interdisciplinary scope, scholarly rigor, and novel insights, this fourth volume of the New Horizons in Managerial and Organizational Cognition is a must-read for scholars and students of business, strategy and cognition, and it is of keen interest to executives and managers eager to reflect critically on their own understanding of the “business model” as a concept