The strategic assembly of global firms: A microstructural analysis of local learning and global adaptation

Koza, Mitchell P.; Tallman, Stephen; Ataay, Aylin

doi:10.1002/gsj.4

Cited by 43 publications

(29 citation statements)

References 44 publications

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“…For instance, growth reconfigurations may lead to lower transaction costs in well-developed markets, resulting in more benefits being derived. Koza, Tallman, and Ataay (2011) also illustrate an interesting case about how Renault comprehends and coordinates via using a series of reconfiguration methods such as internal development, mergers, and acquisitions, to approach the new market. Based on those studies, we assume reconfiguration capability could help company to adapt to different market environments and figure out the innovative marketing strategy.…”

Section: Reconfiguration Capabilitymentioning

confidence: 99%

Dynamic capabilities and organizational performance: The mediating role of innovation

Zhou

Feng

et al. 2017

Journal of Management & Organization

159

105

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How firms' dynamic capabilities lead to their competitive advantage and improved firm performance has been a core issue and full of debates. In this research, we theorize that dynamic capabilities, which could be defined by three distinct dimensions (sensing capability, integration capability, and reconfiguration capability), facilitate different types of innovation that in turn improve firm performance. Based on a sample of 204 Chinese firms, results from partial least squares structural equation modeling analyses generally support our arguments despite some nuanced differences existing among different dimensions of dynamic capabilities. This study contributes to dynamic capabilities literature by reducing the scarcity of empirical research and by uncovering the mechanisms through which dynamic capabilities influence firm performance.

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Section: Reconfiguration Capabilitymentioning

confidence: 99%

Dynamic capabilities and organizational performance: The mediating role of innovation

Zhou

Feng

et al. 2017

Journal of Management & Organization

159

105

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“…For example, scholars have recently improved their efforts to consider coevolution as an important theoretical framework for interpreting phenomena in different fields, such as strategic, knowledge and marketing management (Abatecola 2012a(Abatecola , 2014bDantas and Bell 2011;Furnari 2014;Johansson and Kask 2013), entrepreneurship and global sourcing (Bellavitis et al 2014;Koza et al 2011;Lewin and Volberda 2011;Pacheco et al 2010;Najat and Maclean 2013), creativity, innovation and culture (Belussi and Staber 2011;Gatti et al 2015;Gill 2012;Lord 2012;Mazzucato and Tancioni 2008;Price 2012;Vagnani 2012), and urban planning/real estate management (Alexander and Price 2012;Dobson 2012;Dobson and Jorgensen 2015). Moreover, at a theoretical level, some scholars (e.g.…”

Section: Introductionmentioning

confidence: 99%

Darwinism, organizational evolution and survival: key challenges for future research

et al. 2015

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How do social organizations evolve? How do they adapt to environmental pressures? What resources and capabilities determine their survival within dynamic competition? Charles Darwin's seminal work The Origin of Species (1859) has provided a significant impact on the development of the management and organization theory literatures on organizational evolution. This article introduces the JMG Special Issue focused on Darwinism, organizational evolution and survival. We discuss key themes in the organizational evolution research that have emerged in recent years. These include the increasing adoption of the co-evolutionary approach, with a particular focus on the definition of appropriate units of analysis, such as routines, and related challenges associated with exploring the relationship between co-evolution, re-use of knowledge, adaptation, and exaptation processes. We then introduce the three articles that we have finally accepted in this Special Issue after an extensive, multi-round, triple blind-review process. We briefly outline how each of these articles contributes to understanding among scholars, practitioners and policy makers of the continuous evolutionary processes within and among social organizations and systems.

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“…The flexibility required in a global environment can best be achieved by engaging in a network of relationships with a range of ownership schemes, as Koza, Tallman, and Ataay (2011) suggest in the other article in this set. They propose a novel way to assemble the global enterprise: that of the global multibusiness firm (GMBF).…”

mentioning

confidence: 97%

Building the global enterprise: Strategic assembly

Ariño

2011

Global Strategy Journal

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The strategic assembly of global firms: A microstructural analysis of local learning and global adaptation

Cited by 43 publications

References 44 publications

Dynamic capabilities and organizational performance: The mediating role of innovation

Dynamic capabilities and organizational performance: The mediating role of innovation

Darwinism, organizational evolution and survival: key challenges for future research

Building the global enterprise: Strategic assembly

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