The Challenges of Building Theory by Combining Lenses

Okhuysen, Gerardo A.; Bonardi, Jean-Philippe

doi:10.5465/amr.36.1.zok006

Cited by 225 publications

(201 citation statements)

References 14 publications

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“…Combining SC and ROT lenses allows us to elaborate the actual processes behind crosssector collaborations in greater depth (Okhuysen & Bonardi, 2011). Hereby, we add a process perspective to SC research, generating insights how SC impacts strategy development, coordination and implementation, and strengthen the empirically under-researched ROT by elaborating each sub-process of capability leveraging in the context of BIDs.…”

Section: Discussionmentioning

confidence: 99%

“…Moreover, by combining multiple theoretical lenses (Okhuysen & Bonardi, 2011), I add a process perspective to SC research and resolve conflicting arguments on the relationship between SC and community development (Tura & Harmaakorpi, 2005). I also explain the relationships and mechanisms by which SC leads to strategy development, implementation and coordination processes.…”

Section: Contributions To the Literaturementioning

confidence: 99%

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Resource Orchestration as a Source of a Competitive Advantage for Cities

Berseck

2015

AMPROC

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-DeutschInmitten des aktuellen Urbanisierungstrends bietet diese Dissertation eine Antwort auf den Mere resources are frequently insufficient to generate competitiveness in our increasingly demanding world; urban administrators, policymakers and other practitioners concerned with the management of their place need capabilities to use resources efficiently while adapting to their changing environments. Therefore, I argue for the value of extending the resource-based theory -especially, its dynamic refinement, the theory of resource orchestration -to answer the question how places can achieve a sustainable competitive advantage. I develop a fourstep process framework of strategically managing resources and developing capabilities that includes (a) structuring their resource portfolio, (b) bundling resources to capabilities, (c) leveraging capability configurations and (d) continuously synchronizing each activity.I try to give this model its specific urban shape by zooming into the city and empirically applying it to the internationally growing urban governance tool of Business Improvement Districts (BIDs). The first empirical study emphasizes one particularly important, placespecific resource, namely social capital, and examines the unique relationships between social capital and resource bundling based on archival, interview and direct observation data of 12BIDs in New York City. The findings suggest that each component of the resource bundling process mediates between social capital and the BID's capability to function as community development entity. Contents IVThe second empirical study focusses on capability leveraging and elaborates this resource orchestration step in the context of 15 BID-government relationships in the City of Hamburg.This chapter advances qualitative research to disentangle the actual processes of strategy development, coordination and implementation between public and private actors. It identifies different leveraging approaches and collaborative outcomes depending on the social capital configurations of the BID-government relationships. By focusing on the partnerships' networks of relationships, inherent interests and capabilities that enable (or inhibit) public and private actors to work together, the study makes an important contribution to the literature, theorizing the entire process of how public-private collaborations are strategically managed.Combined, this dissertation informs theory and practice on the strategic management of cities and BIDs. The focus shifts from viewing them as black box, through which certain inputs flow to become outputs, towards the development of capabilities for policymakers, administrators and practitioners that allow them to utilize resources efficiently and establish structures to work collaboratively. Hereby, I show and explain how places can affect their development trajectories through conscious managerial actions taken to increase their performance.

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Section: Discussionmentioning

confidence: 99%

Section: Contributions To the Literaturementioning

confidence: 99%

Resource Orchestration as a Source of a Competitive Advantage for Cities

Berseck

2015

AMPROC

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“…However, there has been an increased call by management scholars to use multiple theoretical frameworks to aid in the exploration of complex and potentially paradoxical phenomena [71,81].…”

Section: Discussionmentioning

confidence: 99%

Assimilation of tracking technology in the supply chain

Basole

Nowak

2018

Transportation Research Part E: Logistics and Transportation Re

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While tracking technology has become increasingly accessible, firms still struggle with deploying these technologies into the supply chain. Using the complementary perspectives of transaction cost and institutional theory, we develop an understanding of how supply network, product, and environmental characteristics jointly impact tracking technology assimilation. We empirically test our model on a global dataset of 535 supply chain executives and decision makers. The results suggest that assimilation is frequently initiated by an external stakeholder in a firm's supply chain and that firms must develop strong collaborative ties with their partners in order to take full advantage of this technology.

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“…In our view, this means an immediate future characterised not by the geocentrism advocated by Li (2012) but a kind of plurivocal or 'polyphonic' (Bakhtin 1984) multiplicity of independent and unmerged 'voices' that can, nevertheless, be blended through dialogical imagination (Bakhtin 1981) in situ to understand and resolve local problems. Asian management research can strengthen its theory building by combining 'lenses' (Okhuysen and Bonardi 2011) and blending both Eastern and Western perspectives. But, in our view, this does not necessitate a 'geocentric' paradigm.…”

Section: Discussionmentioning

confidence: 99%

Ambicultural blending between Eastern and Western paradigms: Fresh perspectives for international management research

Lowe

Kainzbauer

Tapachai

et al. 2014

Culture and Organization

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East and Southeast Asian worldviews are distinctly different from those of the West. Westerners and Asians construct their environment differently not least because they construct the notion of 'self' very differently. This paper describes and exemplifies distinctions in cognitive and linguistic styles between East and West and outlines the implications of these styles for environmental perspectives and research paradigms. Examples from Thailand illustrate the philosophical roots and practical implications of an indigenous Eastern perspective for local business interactions. We explore out the privilege afforded in Western, Cartesian paradigms in (Asian) management research and stimulate debate on the benefits of promoting alternative Asian indigenous perspectives for both management research and management practice. We support the idea that Asian management discourse needs more self-confidence and deserves a more prominent place in international research, not least because international management research will greatly benefit from freshly 'blended' perspectives that incorporate Eastern and Western perspectives.

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The Challenges of Building Theory by Combining Lenses

Cited by 225 publications

References 14 publications

Resource Orchestration as a Source of a Competitive Advantage for Cities

Resource Orchestration as a Source of a Competitive Advantage for Cities

Assimilation of tracking technology in the supply chain

Ambicultural blending between Eastern and Western paradigms: Fresh perspectives for international management research

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