Penrose's The Theory of the Growth of the Firm: an exemplar of engaged scholarship

Edith Penrose's (1959) classic book, The Theory of the Growth of the Firm, made a substantial impact on strategic management research, especially in the context of the resource-based view of the firm, and the ripple effects of her impact continue to unfold today in various disciplines. The book serves as a remarkably rich source of inspiration for scholarly research and a generative source of ideas, which are waiting to be further developed. In this paper, we examine Penrose's (1959) classic and provide: (1) the process by which this book came about; (2) a summary of its key ideas; (3) the subsequent impact of the book, in which we focus on mathematical models; and (4) a discussion of some of the research lessons learned from this exemplar of engaged scholarship. We invite management science and operations scholars to discover the rich scientific world of Edith Penrose and experience the product and process of her research creativit

Sequencing and timing of strategic responses after industry disruption: evidence from post-deregulation competition in the U.S. railroad industry

This paper examines the sequencing and timing of firms’ strategic responses after significant industry disruption. We show that it is not the single strategic choice or response per se, but the sequencing and patterns of consecutive strategic responses that drive a firm’s adaptation and survival in the aftermath of a shift in the industry. We find that firms’ renewal efforts involved differential adaptability in finding balance at the juxtaposition of responding to demand-side pressures and choosing a path of new capability acquisition efficiently. Our study underscores the importance of taking a sequencing approach to studying strategic responses to industry disruption

Internationalisation speed and MNE performance: A study of the market-seeking expansion of retail MNEs

Existing research is divided on whether firms that rapidly expand their overseas operations perform better than firms that internationalize slowly. Drawing on Penrose’s theory of the growth of the firm we argue that the positive effects of rapid internationalization give way to negative effects with increasing internationalization speed, leading to an inverted U-shaped association between internationalization speed and firm performance. We analyse the market-seeking expansion of 110 retailers over a 10-year period (2003–2012) and find support for a curvilinear relationship between internationalization speed and firm performance that is moderated by the geographic scope of firms’ internationalization path and firms’ international experience. Our study contributes to resolving conflicting views on the link between internationalization speed and firm performance

Mapping the Relationship Among Political Ideology, CSR Mindset, and CSR Strategy: A Contingency Perspective Applied to Chinese Managers

The literature on antecedents of corporate social responsibility (CSR) strategies of firms has been predominately content driven. Informed by the managerial sense-making process perspective, we develop a contingency theoretical framework explaining how political ideology of managers affects the choice of CSR strategy for their firms through their CSR mindset. We also explain to what extent the outcome of this process is shaped by the firm’s internal institutional arrangements and external factors impacting on the firm. We develop and test several hypotheses using data collected from 129 Chinese managers. The results show that managers with a stronger socialist ideology are likely to develop a mindset favouring CSR, which induces the adoption of a proactive CSR strategy. The CSR mindset mediates the link between socialist ideology and CSR strategy. The strength of the relationship between the CSR mindset and the choice of CSR strategy is moderated by customer response to CSR, industry competition, the role of government, and CSR-related managerial incentives

Top management team role structure: a vantage point for advancing upper echelons research

The role structure of a TMT—the roles of TMT members and the relationships among those roles—has important implications for how TMT members work together as a group in directing an organization and shaping its strategy. Although the importance of TMT role structure has long been noted, it has received scant attention until recently when upper-echelons scholars started examining its formation and influence. To stimulate a concerted effort in studying TMT role structure, we develop a framework elaborating its main themes, draw out key contributions of publications in the SMS journals and beyond, and outline promising future directions. In particular, we highlight important dynamics of how formal and informal structures complement or compete with each other in the strategic leadership of an organization.We acknowledge the funding from the Swiss National Science Foundation (No. 100018_169436/1) and the National Natural Science Foundation of China (No. 72002037)

Opportunities and pitfalls of advice seeking by CEOs and executives [in Chinese]

Chief executive officers receive an abundance of advice – from board members, fellow CEOs and executives, strategic partners, and others – and sift through such recommendations to make difficult decisions. Advice is also important for CEOs to cope with environmental shocks or unprecedented crises like the Covid-19 pandemic. But how do CEOs really seek and receive advice? Does the advice always bring benefits? Are there any pitfalls of advice seeking? That’s a topic we examined in a paper in the Journal of Management based on a review of 65 studies in high-impact academic journals