Developmental papers
Developmental Papers
Ordinary Capabilities as well as Dynamic Capabilities can deliver Growth: Evidence from two Turkish Multinationals (413)
Author/s: Richard Lynch Tanses Gulsoy Ozlem Atay
Track: Strategy
Paper Type: Developmental Papers
Keywords: : international growth strategies, dynamic capabilities, ordinary capabilities, emerging market multinational companies1998
Abstract: Scholars have argued that the strategic concept of dynamic capabilities is the major source of growth for the firm, especially in fast expanding markets. However, this paper argues that ordinary capabilities also make a significant contribution to growth, especially in more mature markets. Through a qualitative study of two emerging-market multinationals from Turkey, we show how these companies have used both ordinary and dynamic capabilities to achieve major international growth over the last twenty years. We identify home market institutional and resource strengths as examples of ordinary capabilities. We provide evidence of the dynamic capabilities of learning, knowledge and entrepreneurial skills that have also delivered growth. We show that the ordinary capabilities of emerging market multinationals are a significant contributor to international growth.
Identifying the Effects of Network Centrality, Network Size, and Interorganizational Learning on Firms Sensing Capability Do Market, Competitor, and Technological Turbulence Make the Difference (422)
Author/s: William Shiue Aybars Tuncdogan Evangelia Katsikea
Track: Strategy
Paper Type: Developmental Papers
Keywords: sensing capability, dynamic capability, network centrality, network size, organizational learning
Abstract: This research effort strives to address the sensing component of dynamic capability that is largely unexplored in the extant literature. Specifically, an effort is made to investigate how the sensing capability of high tech firms is influenced and supported by an innovative network, as networking can provide access to knowledge and resources that are not readily available in a firm. In this vein, the present paper explores how network interaction patterns affect firms dynamic capabilities in the context of environmental turbulence. In particular, we examine the moderating roles of market, competitor, and technological turbulence to advance our understanding of how firms engage in sensing, in response to a capability gap. A quantitative research methodology will be adopted and structural equation modelling SEM will be used to analyse the study data. This research will have important implications for firms in their efforts to redefine their position in the innovative network and to foster their development of sensing capability.
Leveraging Big Data:The Development of New Dynamic Capabilities (558)
Author/s: Claire Catherine Brewis
Track: Strategy
Paper Type: Developmental Papers
Keywords: Big Data, dynamic capabilities, strategic marketing, Gioia methodology
Abstract: In the last two decades, new technological developments have introduced uncertainty into the business environment. The bi-product of these technologies, Big Data, can be an asset for firms who take the opportunity to engage with it. This paper considers how established firms are engaging new dynamic capabilities to leverage Big Data for strategic marketing.
The research draws on the experiences of four case study companies (FMCG, automotive, education and media). It uses semi-structured interviews of managers with in-depth knowledge and experience of adopting Big Data for strategic marketing.
The firms make use of five dynamic capabilities to leverage their Big Data asset. These are customer centricity, establishing an expert team in scarce conditions, intrapreneurship, applied technological thinking and data-driven decision-making.
The next stage of the study is to map the case study findings against existing dynamic capabilities theory, to determine the impact of the new Big Data resource.
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Subsidiary Strategy Process: Autonomy, Distinctiveness, Competitive Advantage and Performance (567)
Author/s: Harry Sminia Anup Karath Nair
Track: Strategy
Paper Type: Developmental Papers
Keywords: corporate strategy, subsidiary strategy, embeddedness, assigned autonomy, assumed autonomy
Abstract: The extent to which a subsidiary of a multinational company (MNC) can shape its destiny depends on a range of factors. Initially, a subsidiary was seen simply as an agent acting on behalf of an MNC in a host country. Theoretically, the HQ-subsidiary relationship was elaborated in a top-down fashion; problematized in terms of how a subsidiary can best be managed by the HQ and integrated into the larger whole to provide the most value to the MNC. However, emerging evidence of the firm as a system of interconnected choices has triggered scholarly interest in understanding strategic management issues from the subsidiary point of view. Yet, beyond the realm of theoretical speculation, there exists a paucity of research that explores the process by which subsidiary strategy takes shape as a subsidiary positions itself within the MNC and the wider competitive environment. Thus, our paper aims to illuminate this process by investigating the fluctuations in strategy of Polaroid UK, a subsidiary of Polaroid Corporation.
From Intertemporal Trade-Offs to Ambitemporality: A model of Financial-Market Stakeholder support (625)
Author/s: Konstantina Papadopoulou Vasilis Theoharakis Sumon Kumar Bhaumik
Track: Strategy
Paper Type: Developmental Papers
Keywords: short-termism, stock-market pressures, paradox, ambitemporality, communication
Abstract: In this constantly shifting and uncertain new world, managers of publicly-traded firms are often portrayed as being torn between delivering short-term results and creating long-term value. Encouraged by examples of firms which are successful at achieving both concurrently, we adopt a paradoxical lens. We argue that firms can and should be ambitemporal, and attempt to fill a critical gap in the strategic literature. Specifically, we attempt to identify the barriers to ambitemporality, and, in turn, uncover the mechanisms that could help firms manage and potentially lift these barriers. The short-term pressures received by financial-market stakeholders have been traditionally portrayed as the main barriers to ambitemporality, and appear to stem from the lack of trust between firms and these stakeholders. Our model focuses on the development of trust through the validation of previously-given trust and the impactful communication between firms and financial-market stakeholders, and highlights the active role managers must assume.
Corporate Social Responsibility (CSR) Strategy Development: A Micro-Level Analysis of MNC Subsidiaries in Developing Countries (634)
Author/s: Sameer Mody
Track: Strategy
Paper Type: Developmental Papers
Keywords: Strategy, CSR, Strategy-as-Practice
Abstract: This research is at an early stage, but aims to build on a strategic issue that is identified as under-researched in the extant literature. It aims to develop understanding of how the conflict is addressed between a global CSR strategy that is centrally constructed, but implemented in geographically and culturally disparate developing countries. Strategy as practice literature helps to guide an interpretivist, qualitative approach that aims to explore micro level decision making processes in CSR strategy development in Multinational Corporations (MNC).
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Nonmarket Strategies in the UK Energy Sector: Why and How? (683)
Author/s: Nikolaos Adamidis Andrew D. James Mercedes Bleda
Track: Strategy
Paper Type: Developmental Papers
Keywords: Nonmarket Strategy, Legislation, Energy Act 2013
Abstract: Strategic management scholars have shown an increasing appreciation of the importance of nonmarket strategies, i.e. the firms actions to influence its environment in order to obtain or maintain economic advantages Boddewyn, 2003 Baron, 2001. The nonmarket strategy literature has come to special prominence in regulated industries or industries which are impacted by government policies Lindeque, Lund and McGuire, 2007, Hadani and Schuler, 2013, Hansen and Mitchell, 2000, Holburn and Vanden Bergh, 2008. However, there are significant empirical gaps in understanding why firms adopt nonmarket strategies and the strategic actions they take Liedong, Rajwani and Mellahi, 2017, Mellahi, 2016. This developmental paper uses the Energy Act 2013 as an empirical focus on why and how firms use nonmarket strategies. The Act introduced important changes to the UK energy regulatory environment, setting decarbonisation targets, and reforming the electricity market. The paper will report the results of a scoping study using thematic analysis of publicly available data sources to identify the main features of the nonmarket strategies used by firms to manage the policy and regulatory challenges posed by the new legislation.
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How Can Firms Leverage Corporate Political Activity To Facilitate Business Model Innovation? (714)
Author/s: Sevda Seyidova
Track: Strategy
Paper Type: Developmental Papers
Keywords: business model, business model innovation, corporate political activity, nonmarket environment
Abstract: Summary:
This developmental paper outlines the literature review and intended data collection and research methodology of the study. It engages in a conversation on nonmarket environment of business models by exploring how do firms leverage corporate political activity to facilitate business model innovation.
Comment: Between March 2019 and the BAM conference in September 2019, the theoretical analysis on BMI and CPA, at the same time coding and data collection, will continue to take place, allowing the paper to draw on further results in time for the conference.
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Muddled Meanings - A Quantitative Content Analysis of Strategy Communications in FTSE 100 Annual Reports 2010-17 (813)
Author/s: Niko Johannes Karjalainen
Track: Strategy
Paper Type: Developmental Papers
Keywords: strategy communication, content analysis, annual reports, strategic clarity
Abstract: The paper discusses the results of a quantitative content analysis on strategy communications in FTSE 100 constituents Annual Reports in 2010 and 2016. The analysis is based on categorization of n grams containing the term strategy into contextual and non contextual uses of the term. The analysis finds that a significant proportion of the uses of the term strategy are non contextual, i.e. refer to matters other than the company corporate or business strategy. The non contextual uses include functional strategies as well as a broad range of other concepts. The non contextual concepts most commonly associated with strategy are financial processes and corporate social responsibility. On average, the analysed companies had nine individual non contextual strategies. This obfuscation of strategy communication reduced somewhat between 2010 and 2016. Overt misuse of the term strategy and unclear strategy communication in a company primary stakeholder communication vehicle can have negative consequences. Firstly, resource allocation, e.g. management time, may be skewed by multiple strategies. Secondly, strategy communication impacts investor perception of a company. Thirdly, poor understanding of the company strategy by employees has a negative impact on the company ability to execute. Companies should review their investor communication policies to ensure clarity of strategy communication for the benefit of investors, employees and other stakeholders.
The Internationalisation of English Business Schools: a Dynamic Capabilities Approach (935)
Author/s: Anna John John Robert Anchor
Track: Strategy
Paper Type: Developmental Papers
Keywords: Dynamic capabilities, internationalisation, business schools
Abstract: Despite the interest of English business schools in internationalisation, not all of them have been equally successful in meeting their internationalisation objectives recently. Some business schools have been faster in discovering opportunities for, and developing, international partnerships whereas others have experienced difficulties in reaching agreements. Despite its importance, this issue received little attention among academics and for this reason we still have a little understanding of it. The motivation of this study is to address this gap in prior research and to explore possible reasons for differences in internationalisation patterns across English business schools. We explore this issue from the dynamic capabilities theory perspective. For instance, it is possible that some English business schools possess superior dynamic capabilities, hence, greater potential to sense and seize opportunities and reconfigure strategies in the internationalisation context. Moreover, the potential of dynamic capabilities to shape internationalisation processes and outcomes may be important in some conditions whereas it may remain dormant in others. Our theoretical contribution is threefold. First, the study aims to start theorisation of an empirically rich, but theoretically weak, domaim, the internationalisation of business schools. Second, the study responds to a call to revisit the theoretical boundaries of the dynamic capabilities view in relation to higher education institutions in general and to business schools in particular. Finally, we contribute to an emerging literature stream exploring contingencies in dynamic capabilities the strategic processes link Barreto, 2010.
Capturing Managerial Cognition and Investigating the Impact of Scenario Planning in the Shipping Industry (946)
Author/s: Gokhan Gokmen Peter McKiernan
Track: Strategy
Paper Type: Developmental Papers
Keywords: scenario technique, managerial cognition, the maritime shipping industry
Abstract: This paper outlines the research aims and some initial findings from two systematic literature reviews that were recently conducted by the author. Starting with the question how do managers think about the future, this paper engages in a conversation framed within the context of corporate foresight on how stakeholders in shipping industry engage with it in turbulent times. Deriving from the findings of reviews of literature, it sets out the evolution of the application of the scenario technique in the shipping industry as well as the techniques impact on participants in general. The paper further describes the proposed research design to attempt to answer the proposed research questions and articulates some expected outcomes. Comments on how this paper will be developed before the conference. This paper draws on initial findings from two systematic literature reviews, one of which was further analysed by critical interpretive synthesis method and the research will be enhanced by empirical data collection, which is scheduled to take place between April and November 2019. Since the BAM conference coincides with the last stages of the data collection period, the developmental paper, if accepted, will have been enriched with the initial results, especially the managerial cognition part which had not been investigated in shipping before.
Why Paradoxical Leaders Have To Be Rational (1048)
Author/s: Mariya Eranova
Track: Strategy
Paper Type: Developmental Papers
Keywords: paradox, rationality, decision making
Abstract: Paradoxical decision making is often represented as an alternative to rational approach. It gained considerable attention in recent research, as it appears to be more suitable in turbulent and complex environments helping leaders to deal with conflicting demands. However, while paradox theory offers a novel and valuable perspective on decision making, creating such contrasts in presenting it might cause an impression that rationality is something redundant and therefore should be abandoned by paradoxical leaders. This paper aims to challenge early signs of an increasing gap between rational and paradoxical decision making. We argue that instead of threating these two as mutually exclusive, scholars and practitioners should look for the ways to integrate rational and paradoxical decision making for achieving superior outcomes. The paper conceptualizes how paradoxical leaders can benefit from rationality and offer two testable propositions. We suggest that reliance on one or another is neither feasible nor sustainable in a long term, whereas applying both will help leaders to come up with more original and efficient decision outcomes.
Enablers and Inhibitors To The Adoption Of New Technology in UK businesses Investment Decision Strategy For Virtual Reality (1106)
Author/s: Mukundrai N Maru
Track: Strategy
Paper Type: Developmental Papers
Keywords: Strategy, Performance management, Virtual reality, Adoption, Business model
Abstract: Innovation adoption and investment strategy are perceived as an important necessity to capture value and competitive advantage. Early adoption of VR Innovation by Google, Facebook, Sony, Samsung Finnegan, 2016 and many have added to VR landscape generating 13 billion with more than 234 firms investing in Content generation and application development, VR content studio tools and platforms, reality capture tools, VR content distribution platforms, head mounted displays, and user input hardware. In spite of investment and adoption by industry leaders, VR technology is being adopted at a slow pace. This research attempts to identify inhibitors and enablers to the adoption of VR in UK businesses and also investigate their strategy to adopt innovative technology.