Knowledge that Transforms

In this work we develop an analytical framework to examine the effects of strategic investments on the financial policy of the firm. From the resource-based approach of the firm, nontradable and difficult-to-copy assets are the basis of a sustainable competitive advantage. However, imperfections in the resource markets can also be interpreted as sources of costs and/or restrictions from a financial point of view. Specificity and opacity are the features of strategic resources that enable us to identify the financial implications of the resource-based strategy. We have tested our theoretical framework using a sample of Spanish nonfinancial firms. Our results show that highly specific and opaque resources limit the borrowing capacity of the firm, while other transparent strategic assets affect financial leverage positively. Our findings suggest two main implications for strategy formulation and implementation: (1) there are unobservable financial costs that must be considered for a correct evaluation of a sustainable competitive advantage based on strategic resources; and (2) the financial policy of a ‘resource-driven’ firm is partially determined by the features of its strategic resource bundle.

This paper offers a refined conceptualization of consensus formation and demonstrates in three organizations how this conceptualization enables us to uncover new patterns of consensus building. It describes a longitudinal study which investigated consensus formation in three organizations undergoing major strategic change. The study explored whether consensus building occurred during the strategic change, and if so, how. Initial participants of consensus were also investigated as well as changes in the scope of participants in consensus. Consensus building did occur, but contrary to some views, less through an increase in the strength of consensus and more through an increase in the scope of consensus. Additionally, initial consensus was not located among members of the top management team, but more within an interest group whose members benefited from the given direction of the change. Biographical Note Ĺivia Markoczy is an assistant professor of strategic management at the Gary Anderson Graduate School of Management at the University of California, Riverside. Previously she was a Research Fellow at Cranfield School of Management, an “adjuntus” at the Budapest University of Economics and she worked for the Research Institute of the Hungarian Ministry of Industry. She received her PhD from Cambridge University. She can be reached at [email protected]. Acknowledgements This work was supported by two grants (F103 and F640) from the Hungarian Scientific Research Fund (OTKA). I would like to thank Jeff Goldberg for his comments on previous drafts of this paper and to Ferenc Toth, Tibor Pandi, and Laszlo Radacsi for assisting the data collection in the second phase of the study.

We argue that compositional gaps in international joint venture (IJV) management groups, along parent company lines, will accentuate distinct managerial coalitions. Such gaps can occur on dimensions of observable demography, less apparent demography, or psychological characteristics. While compositional gaps in IJV management groups can provide the basis for healthy substantive conflict, such gaps—particularly if they are large—also tend to induce relationship conflict and heighten substantive conflict beyond its beneficial range. This can set off a downward spiral of relationship conflict, substantive conflict, and behavioral disintegration in the group. These harmful group processes further interact reciprocally with any tensions that might exist between the IJV parents, engendering a second downward spiral. Our model has implications for the performance of international joint ventures, and it serves as a foundation for designing interventions to avoid the downward spirals we portray.

Attempts to resolve control issues in networks of internationally dispersed technology units using managerial techniques such as increased communication and/or the application of hierarchical control have had limited success because the control issues are rooted in the strategy of the firm.In this paper a linking of the Resource Based View of the firm, Resource Dependency Theory and the Vroom-Yetton model of leadership is used to show that when important technical resources are located offshore for strategic reasons, resource-based power goes with them.The extra-national technology units that embody those resources should be managed with methods that respect that power shift.Theoretical, empirical and managerial implications are drawn from this analysis

On‐line marketplaces raise several interesting issues, among them the relevance of location when content is digitized, and the assessment of a supplier's capabilities when buyers worldwide only have electronic contact with sellers. In global B2B on‐line marketplaces, market microstructures, i.e. which firms compete for the same customers, are thus likely to be influenced by how customers value location and firm capabilities in their decisions to do business with different suppliers on‐line. We suggest that both these sets of attributes will continue to matter on‐line—firms possessing similar capabilities, as well as firms that are similar in location by country, time zones or clusters, will compete for business from the same customers. We model the similarity in competitive positions between pairs of firms based on the overlap in their customer networks, using data on actual interactions between supplier and customer banks on an electronic trading system. Using QAP network regression techniques on the 100 largest banks in this industry, we find that similarity in capabilities influences who competes with whom, and that location still matters in a global B2B exchange. Interestingly, location influences who a firm's competitors are, but not where its customers are from.

In this note we respond to Harris and Helfat's (1998) reinterpretation of the results in Worrell, Nemec, and Davidson (1997). Harris and Helfat argued that the negative stock market response associated with plurality announcements could be the result of inadequate corporate succession planning rather than with the agency cost explanation. Our results, here, show that duality and plurality announcements do not hurt shareholder wealth as long as there is an heir apparent and, therefore, are more consistent with the succession planning explanation than with agency theory.

Using an ecological lens, we extend strategic management and industrial organization theory to investigate the performance effects of horizontal mergers. We theorize that firms differ in their ability to benefit from horizontal mergers; that the products involved in the merger differ in their ability to attain and sustain any increase in performance above their premerger level; and that resource niches in which each product competes differ in terms of competitive constraints. We then test these predictions using longitudinal data specified at the product–market level, a unit of analysis that is less influenced by aggregation bias than are industry, firm, and even line‐of‐business level data. Our findings demonstrate how organizational ecology, when coupled with strategic management and industrial organization economic theories, can enrich our understanding of horizontal mergers.

Some scholars argue that firms within the same industry engage in similar foreign investment behavior irrespective of nationality because they face a common set of pressures and incentives. Others emphasize the persistent diversity in business practices and behavior of firms from different nations as they invest abroad. Using the hard disk drive industry as a case, this paper explores whether nationality or industry has the greater influence on global strategy and whether it affects industry performance. The findings suggest that firms from the same nation are likely to adopt similar global strategies initially, but that, over time, the industry as a whole converges on the same blueprint for action. At the same time, however, strategic focus and organizational characteristics moderate national influences: firms from the same nation are more likely to adopt the same global strategy if they compete in the same product segment and are of similar size and age. The evidence also indicates that the national industry that is first to select what becomes the dominant strategy acquires an advantage over competitors from other countries.