The State of Strategic Management Research and a Vision of the Future

Hitt, Michael A.; Boyd, Brian; Li, Dan

doi:10.1016/s1479-8387(04)01101-4

Cited by 87 publications

(78 citation statements)

References 79 publications

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“…Thus, managers in these two life-cycle stages engage in different resource management actions to create innovation and gain or sustain an advantage over competitors. Integrating theoretical arguments based on resource orchestration (RO) and contingency theory (Boyd et al, 2012;Hitt et al, 2004a), we theoretically explain and hypothesize these relationships. As such, the research question for this study is how do firms manage their resources to be innovative at different stages of their life-cycle.…”

Section: Resources In Growth and Maturity-stage Firmsmentioning

confidence: 99%

Resource Orchestration for Innovation: Structuring and Bundling Resources in Growth- and Maturity-Stage Firms

Carnes¹,

Chirico²,

Hitt³

et al. 2017

Long Range Planning

112

133

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Innovation is an important outcome for firms across all life-cycle stages, though challenges to this goal vary by a firm's stage of development. In this study, we integrate resource orchestration with contingency theory to theorize how managers differentially orchestrate their firm's resource portfolio and capabilities to develop innovation based on the firm's life-cycle stage. Empirical tests using primary data collected from 189 managers of U.S. and Italian firms based on the policy capturing method provide support for our hypotheses. Overall, this research contributes to our understanding of how firms manage their resources to create innovation over the firm's lifecycle.

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Section: Resources In Growth and Maturity-stage Firmsmentioning

confidence: 99%

Resource Orchestration for Innovation: Structuring and Bundling Resources in Growth- and Maturity-Stage Firms

Carnes¹,

Chirico²,

Hitt³

et al. 2017

Long Range Planning

112

133

View full text Add to dashboard Cite

show abstract

“…Moreover, reputation has been linked to organizational performance (Fombrun & Shanley, 1990;Roberts & Dowling, 2002;Shamsie, 2003). As such, reputation appears to be a key to the effort to understand why some organizations outperform others (Hitt, Boyd, & Li, 2004;Rumelt, Schendel, & Teece, 1994). A study conducted by Rindova et al (2005) contributed to the knowledge of the reputation-performance relationship by suggesting that reputation is made up of separate dimensions that have independent value-adding effects.…”

Section: Organizational Reputationmentioning

confidence: 99%

Trickling Down: How the upper echelon effect diversity within an organization

Lee¹

2018

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This paper integrated concepts from upper echelons, diversity, and signaling theories to examine how the attitude of top management team (TMT) on diversity influences organizational reputation and performance. Drawing from signaling theory, this conceptual paper explains how organizations' efforts on diversity signal the quality of the organization to the public. Then, the signal can give rise to promoting organizational reputation, which is a mediator for organizational performance.

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“…Crescente número de estudos tem abordado a estratégia como ações e reações das organizações frente a seu ambiente competitivo, considerando a concentração do setor empresarial (Hitt, Boyd, & Li, 2004;Hutzschenreuter & Israel, 2009;Ketchen, Snow, & Hoover, 2004). Nesse contexto, a empresa pode promover as mudanças estratégicas em momentos mais adequados se souber o efeito dessas mudanças (Pettigrew, 2012).…”

Section: Introductionunclassified

Dinâmicas do Desempenho Financeiro, da Mudança Estratégica e da Concentração Industrial em Empresas Brasileiras

Starling

Porto

2014

Rev. adm. contemp.

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O impacto da mudança estratégica da empresa em relação ao seu desempenho financeiro é um tema inconclusivo na área de gestão. Isso se deve, entre outros fatores, à não adoção de uma perspectiva dinâmica. Nesta pesquisa, investigaram-se os efeitos das mudanças estratégicas pretéritas dos conselhos de administração, dos clientes e dos produtos (considerando, para tanto, a concentração industrial representada pela quantidade de empresas no setor) sobre a lucratividade, o crescimento das vendas e o valor de mercado em empresas de capital aberto. Foram igualmente avaliados os impactos dos desempenhos passados e da concentração do setor sobre as mudanças estratégicas subsequentes. Usando dados de 68 companhias em 10 anos, construiu-se análise em painel within-enterprise, realizada através de equações de estimação generalizadas, técnica que considera a autocorrelação temporal da variável dependente. Os resultados indicaram que as mudanças estratégicas geram efeitos de curto e longo prazo nos desempenhos financeiros, e estes têm efeitos posteriores na mudança empresarial, independentes da concentração industrial. Esta, por sua vez, ora incentiva o alto desempenho e a mudança estratégica, ora os desestimula. A pesquisa contribui para explicações causais evolucionistas das relações entre o desempenho financeiro e as mudanças estratégicas.

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The State of Strategic Management Research and a Vision of the Future

Cited by 87 publications

References 79 publications

Resource Orchestration for Innovation: Structuring and Bundling Resources in Growth- and Maturity-Stage Firms

Resource Orchestration for Innovation: Structuring and Bundling Resources in Growth- and Maturity-Stage Firms

Trickling Down: How the upper echelon effect diversity within an organization

Dinâmicas do Desempenho Financeiro, da Mudança Estratégica e da Concentração Industrial em Empresas Brasileiras

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