Divergence between Archival and Perceptual Measures of the Environment: Causes and Consequences

Boyd, Brian; Dess, Gregory G.; Rasheed, Abdul M. A.

doi:10.5465/amr.1993.3997514

Cited by 359 publications

(170 citation statements)

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“…Strategic uncertainty is defined as managers' subjective assessment of the uncertainty of their firms' external environments, weighted by managers' evaluation of the importance of relevant environmental sectors to the success of their firms' strategy (Elenkov, 1997). Uncertainty refers to the difference between the amount of information required to perform a task and the amount of information available (Boyd, Dess, & Rasheed, 1993;Sharfman & Dean, 1991). The benefits of CA would likely increase when strategic uncertainty is high.…”

mentioning

confidence: 99%

Competitive Analysis and New Venture Performance: Understanding the Impact of Strategic Uncertainty and Venture Origin

Zahra

Neubaum

El-Hagrassey

2002

Entrepreneurship Theory and Practice

119

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Effective competitive analysis (CA) is important for success in today's marketplace. CA may be particularly important to new ventures that may lack experience in their industries and knowledge of their rivals. Using survey data from 228 new ventures, this study concludes that the formality, comprehensiveness, and user orientation of CA activities are positively associated with new venture performance. Strategic uncertainty and venture origin also significantly moderate the relationship between CA and new venture performance.

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mentioning

confidence: 99%

Competitive Analysis and New Venture Performance: Understanding the Impact of Strategic Uncertainty and Venture Origin

Zahra

Neubaum

El-Hagrassey

2002

Entrepreneurship Theory and Practice

119

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“…For example respondents could report a rosier picture of their organisation than reality suggests (Hakim, 1994). This reduces the consistency that could have been achieved by the use of more objective measures, such as financial reports (Boyd et al, 1993). The snapshot results only provide data at one point in time.…”

Section: Discussion and Concluding Remarksmentioning

confidence: 99%

Research methods for the empirical study of strategic human resource management

Harness

2009

Qualitative Mrkt Res: An Int J

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2012),"The role of strategic groups in understanding strategic human resource management", Personnel Review, Vol. 41 Iss 4 pp. 513-546 http:// dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this article is to discuss the methodological choices for a study of human resource management strategy implementation. Design/methodology/approach -The methodology examines the matching and Harvard approaches to human resource management research which are prevalent in the field. This is achieved by a two-stage methodology. First, a descriptive, quantitative survey methodology is employed to establish the extent to which strategic planning occurs in a rational way. Second, a qualitative, case study methodology examines the reasons behind the strategic choices made. Findings -Limited evidence of formal planning, in line with the matching approach was found, particularly around the organisation's choice of human resource policies. Instead policies were determined by influences suggested in the Harvard approach, including stakeholders, organisation culture and power. The combined approach of quantitative and qualitative research offers a more balanced explanation than the previous independent research undertaken in the field. Research limitations/implications -Limitations to the research included the difficulty in accessing commercially sensitive data on strategy planning. The study was limited to only six industries, thus making generalisability difficult. Perceptual measures were used, increasing the risk of respondent bias. Further research to extend the range of industries studied, longitudinal research and the use of objective data would be of benefit.Originality/values -The paper is of value to academics wishing to consider the relevance of methodologies for research into the strategic planning process.

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“…The analysis (Table II) resulted in a factor of product-market breadth. Since self-reported measures are generally acceptable provided that item reliability is examined (Boyd et al, 1993;Dess and Robinson, 1984), reliability was tested using Cronbach's a. The value of the first factor was 0.88, which is above the recommended threshold (0.60) for an exploratory study (DeVellis, 1991), and thus a large part of the measure is free of random errors.…”

Section: Independent Variablesmentioning

confidence: 99%

Marketing strategy antecedents of value adding by foreign subsidiaries

Pehrsson

2009

International Marketing Review

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to extend the knowledge of marketing strategy antecedents of industrial value adding in foreign markets. It attempts to answer the following two questions: how is the marketing strategy of a foreign subsidiary associated with the extent of its value-adding activity? Is there an association between the extent of value-adding activity and financial performance of the subsidiary? Design/methodology/approach -A model is developed and hypotheses are tested. Data are collected from 191 subsidiaries of Swedish manufacturing firms in Germany, the UK, and the USA. Findings -Product-market breadth and market experience positively affect the extent of foreign value adding. Also, market experience has a moderating effect and strengthens the positive association between product-market breadth and the extent of value adding. A foreign subsidiary's financial performance is positively associated with the number of value-adding activities of the subsidiary.Research limitations/implications -The study shows that the marketing strategy of a foreign subsidiary needs to be acknowledged to understand the antecedents of foreign value-adding activity. In addition, the extent of value-adding activity contributes to the implementation of an effective international strategy. Practical implications -An industrial firm wanting to implement an effective international marketing strategy needs to pay attention to the links between the marketing strategy of a foreign subsidiary and the extent of the subsidiary's value-adding activity. Originality/value -The study is unique in that it applies a subsidiary perspective and focuses on foreign subsidiary strategy associations. The study both extends the common approach, which argues that the value adding of a foreign subsidiary is determined only by the corporate marketing strategy, and explores associations with foreign subsidiary performance.

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Divergence between Archival and Perceptual Measures of the Environment: Causes and Consequences

Cited by 359 publications

References 46 publications

Competitive Analysis and New Venture Performance: Understanding the Impact of Strategic Uncertainty and Venture Origin

Competitive Analysis and New Venture Performance: Understanding the Impact of Strategic Uncertainty and Venture Origin

Research methods for the empirical study of strategic human resource management

Marketing strategy antecedents of value adding by foreign subsidiaries

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