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Strategic Organization [SJR: 1.349] [H-I: 9]
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Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1476-1270 - ISSN (Online) 1741-315X
Published by Sage Publications

[754 journals]

More SO! in 2015
- Authors: Coff, R; Felin, T, Langley, A, Rowley, T.
  Pages: 3 - 5
  PubDate: 2015-01-20T01:19:14-08:00
  DOI: 10.1177/1476127014567278|hwp:resource-id:spsoq;13/1/3
  Issue No: Vol. 13, No. 1 (2015)
Who shall get more? How intangible assets and aspiration levels affect
the valuation of resource providers
- Authors: Ertug, G; Castellucci, F.
  Pages: 6 - 31
  Abstract: In this study, we identify the effects of reputation and status by determining how they are differently valued by organizations that are concurrently pursuing different goals. Building on research on intangible assets and on aspiration levels, we develop a framework to explain organizations’ valuation of resource providers. We expect organizations to value resource providers who possess a specific type of intangible asset higher as their performance, relative to aspirations, decreases on the outcome more closely tied to that particular asset. We also expect to observe this sensitivity primarily when the organization has a low level of the intangible asset in question. Based on this framework, we derive specific hypotheses using the differential relationships between reputation and status, as two types of intangible assets, and product quality and revenues, as two types of goals. We find support for our hypotheses using a longitudinal dataset on National Basketball Association teams and players.
  PubDate: 2015-01-20T01:19:14-08:00
  DOI: 10.1177/1476127014561019|hwp:master-id:spsoq;1476127014561019
  Issue No: Vol. 13, No. 1 (2015)
Organizational design correlates of entrepreneurship: The roles of
decentralization and formalization for opportunity discovery and
realization
- Authors: Foss, N. J; Lyngsie, J, Zahra, S. A.
  Pages: 32 - 60
  Abstract: Extant research offers relatively little insight into the organizational design correlates of entrepreneurship in established firms. We argue on theoretical grounds that the same organizational designs support the realization as well as the discovery of opportunities. Specifically, decentralized structures are associated with opportunity realization as well discovery, and this effect is reinforced by formalization. Decentralization gives managers the discretion and autonomy needed to recognize and realize opportunities, while formalization enables the standardization and codification of actions and processes. To test these ideas, we use a data-set based on paired responses from 474 Danish firms operating in several industries for our analyses. We find that decentralization and formalization have direct, positive, and significant associations with opportunity realization. We also address how these organizational design variables are related to opportunity discovery. We find similar effects. We discuss the theoretical and practical implications of our reasoning and results, such as implications for the idea in the innovation and organizational learning literatures that optimal performance over time requires that firms either vacillate between organizational designs or adopt ambidextrous designs.
  PubDate: 2015-01-20T01:19:14-08:00
  DOI: 10.1177/1476127014561944|hwp:master-id:spsoq;1476127014561944
  Issue No: Vol. 13, No. 1 (2015)
What's holding back empirical research into organizational
capabilities? Remedies for common problems
- Authors: Grant, R. M; Verona, G.
  Pages: 61 - 74
  PubDate: 2015-01-20T01:19:14-08:00
  DOI: 10.1177/1476127014565988|hwp:resource-id:spsoq;13/1/61
  Issue No: Vol. 13, No. 1 (2015)
Mobius' edge: Infinite regress in the resource-based and dynamic
capabilities views
- Authors: Arend; R. J.
  Pages: 75 - 85
  Abstract: The study of strategic organization involves many delicious ironies, one of which is the goal to prescribe general paths to sustainable competitive advantage. Twenty years after Collis and a few good men and women originally exposed and confronted the infinite regress problem in the resource-/capabilities-based theories, we revisit this problem to resolve it. We consider the linkages between the infinite hierarchical levels that form the paths to the origins of sustainable competitive advantages in both the resource-based view and the dynamic capabilities view. We find that there are logical factors that limit the number of levels that need to be traversed to reach the origins. We discuss the implications to academics, managers and policy-makers from our resolution to the infinite regress problem to provide a more crystal clear understanding of the strenuous objective that continues to challenge all strategic theory.
  PubDate: 2015-01-20T01:19:14-08:00
  DOI: 10.1177/1476127014563051|hwp:master-id:spsoq;1476127014563051
  Issue No: Vol. 13, No. 1 (2015)
Special issue of Strategic Organization: "Organizing Crowds and
Innovation"
- Pages: 86 - 87
  PubDate: 2015-01-20T01:19:14-08:00
  DOI: 10.1177/1476127014566128|hwp:resource-id:spsoq;13/1/86
  Issue No: Vol. 13, No. 1 (2015)

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