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Strategic Organization

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ISSN (Print) 1476-1270 - ISSN (Online) 1741-315X
Published by Sage Publications

[710 journals] [SJR: 1.349] [H-I: 9]

Incorporating opportunity costs in strategic management research: The value of diversification and payout as opportunities forgone when reinvesting in the firm
- Authors: Mackey, T. B; Barney, J. B.
  Pages: 347 - 363
  Abstract: This article explores the theoretical and empirical implications of incorporating forgone opportunities in strategic management research. Drawing on the well-studied literature examining whether firms should reinvest in focused businesses or pursue alternatives of diversifying and/or paying out excess cash to shareholders, hypotheses are developed for when diversification and payout policy, as the opportunity costs of reinvesting in the firm’s original businesses, will present firms with higher and lower opportunity costs. Empirical results suggest that the value of reinvestment in existing businesses is higher for firms facing lower opportunity costs of forgoing other alternatives (e.g. diversification and paying out) than for firms that have much higher opportunity costs of forgoing these same alternatives. Implications for incorporating opportunity costs into the diversification literature and the broader strategic management literature are also explored.
  PubDate: 2013-11-07T22:38:03-08:00
  DOI: 10.1177/1476127013481447|hwp:master-id:spsoq;1476127013481447
  Issue No: Vol. 11, No. 4 (2013)
Which signal to rely on? The impact of the quality of board interlocks and inventive capabilities on research and development alliance formation under uncertainty
- Authors: Ni Sullivan, B; Tang, Y.
  Pages: 364 - 388
  Abstract: In this study, we demonstrate that the quality of a firm’s board interlocks and a firm’s inventive capabilities can serve as signals of its quality as a research and development alliance partner to other firms. The extent of the signaling effects, however, varies under different types of uncertainty. Using research and development alliance, patent and board interlock data from the US biotechnology industry during the period 1990–2003, we find that the board interlock quality as well as the strength and focus of a firm’s inventive capabilities have positive and significant effects on the likelihood of research and development alliance formation. Importantly, we further find that the impact of the strength of a firm’s inventive capabilities is weaker, while the impact of the quality of the firm’s board interlocks is stronger, under both market uncertainty and firm-specific uncertainty. The implications for studies of board interlocks, uncertainty, and research and development alliances are discussed.
  PubDate: 2013-11-07T22:38:03-08:00
  DOI: 10.1177/1476127013502160|hwp:master-id:spsoq;1476127013502160
  Issue No: Vol. 11, No. 4 (2013)
So!apbox Forum: The business model: A valuable concept for strategic organization?
- Authors: Coff, R; Felin, T, Langley, A, Rowley, T.
  Pages: 389 - 389
  PubDate: 2013-11-07T22:38:04-08:00
  DOI: 10.1177/1476127013510226|hwp:resource-id:spsoq;11/4/389
  Issue No: Vol. 11, No. 4 (2013)
The business model: Present and future--beyond a skeumorph
- Authors: Arend; R. J.
  Pages: 390 - 402
  Abstract: In this essay, we address the research question of when is the business model idea useful? We argue that the use of the term "business model" as a "description" of how a traditional venture operates is strong on redundancy and weak on theoretical grounding. We argue that the idea behind a "model" of value creation, especially involving nonmonetary exchanges is, however, of great importance moving forward. Up to this point, there has been a quite practical approach used in understanding the idea and its effects. But now, there is a need to transition from the "idea-as-given" perspective to a "not-given" perspective in order to place the business model in a theoretical perspective where it can be understood in more abstract terms and then applied in new ways. That transition leads to new research questions, a new determination of the idea’s value in nontraditional contexts, and new effects on existing related theories and on policies to control potential effects.
  PubDate: 2013-11-07T22:38:04-08:00
  DOI: 10.1177/1476127013499636|hwp:master-id:spsoq;1476127013499636
  Issue No: Vol. 11, No. 4 (2013)
The business model: A theoretically anchored robust construct for strategic analysis
- Authors: Zott, C; Amit, R.
  Pages: 403 - 411
  Abstract: Anchored in our research on business models, we delineate in this article a future research agenda. We establish that the theoretical and empirical advancements in business model research provide solid conceptual and empirical foundations on which scholars can build in order to explore a range of important, yet unanswered research questions. We draw inspiration on the direction of the business model research agenda by briefly reviewing several distinct bodies of literature adjacent to the business model literature including new organizational forms, ecosystems, activity systems, and value chain. In doing so, we also distinguish the business model concept from seemingly similar concepts that have been proposed by researchers.
  PubDate: 2013-11-07T22:38:04-08:00
  DOI: 10.1177/1476127013510466|hwp:resource-id:spsoq;11/4/403
  Issue No: Vol. 11, No. 4 (2013)
Opportunities in business model research
- Authors: Eckhardt; J. T.
  Pages: 412 - 417
  Abstract: The business model concept is widely used by practicing entrepreneurs and scholarly research on the business model concept has made contributions to the management literature. This essay links the business model literature to the growing work on the individual–opportunity nexus—which is a developing scholarly framework in entrepreneurship. Three potential linkages of overlapping research are discussed including research on the development of entrepreneurial taxonomies and conjecture formation.
  PubDate: 2013-11-07T22:38:04-08:00
  DOI: 10.1177/1476127013511059|hwp:resource-id:spsoq;11/4/412
  Issue No: Vol. 11, No. 4 (2013)
Business models: A challenging agenda
- Authors: Baden-Fuller, C; Mangematin, V.
  Pages: 418 - 427
  Abstract: Most research on business models lies in the literature on strategy and competitive advantage and focuses on their role as descriptors of actual phenomenon, often by reference to taxonomic categories. In this article, we explore how business models can be seen as a set of cognitive configurations that can be manipulable in the minds of managers (and academics). By proposing a typology of business models that emphasizes the connecting of traditional value chain descriptors with how customers are identified and satisfied, and how the firm monetizes its value, we explore how business model configurations can extend current work on cognitive categorization and open up new possibilities for organization research.
  PubDate: 2013-11-07T22:38:04-08:00
  DOI: 10.1177/1476127013510112|hwp:resource-id:spsoq;11/4/418
  Issue No: Vol. 11, No. 4 (2013)

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