Search results

The purpose of this paper is to closely study young French small and medium enterprises (SMEs). The authors highlight the structure of these target firms and build a typology of corresponding business models.

The authors used a dataset of 38,000 young French SMEs. It is constituted of all individual and consolidated year‐end financial statements submitted by French firms to the commercial court. Data analysis techniques (principal component analysis then hierarchical and ascending classification) were used on the data.

The business models stemming from this typology are typical (to the greatest extent possible) and actionable. The authors are particularly interested in identifying groups of SMEs where government assistance would be particularly effective and strategically valuable for the national economy.

One of the authors' conclusions is that the typology is not based on a classical growth model that reflects progressive phases of development in the life of a young firm. Furthermore, it is ineffective and wasteful to focus government assistance efforts on firms based on their age. The authors identify groups of business models where assistance would be more efficient and strategically more effective.

It is notable that this paper relies not upon a sample, but upon the exhaustive collection of all available data on the subject. This research questions the allocation efficiency of governmental assistance on the basis of growth models. It intends to provide a better understanding of the criteria that should be taken into account to enhance targeting of assistance toward businesses with the greatest potential for the nation.

The purpose of this paper is to refract March’s views on leadership to re-frame them within an authentic model that understands optimistic failure and mindful resilience as likely byproducts of enabling ambiguous innovation. An analysis of March’s theories of slack, and the concepts of exploration and exploitation, as well as that of foolishness, are used to support the adoption of authentic and ethical leadership as an intelligent practice and, more concretely, to portray the leader as a resilient “juggling fool.”

This paper makes use of primary data by focusing on March’s published works, as well as on interviews and other materials written about him, or those discussing his contributions. A post-hoc practice of “appreciation” facilitated a fresh refraction of the “evidence” to identify or recognize new perspectives and/or challenges to March’s conceptualization of leadership, while relying on literature and metaphor to engage in “polymorphic research.”

This paper presents March as a complex thinker, whose thoughts on leadership have received, perhaps, less attention for being thought to be more refractive and less empirical. Nonetheless, his reflections on leadership re-discover him as a solid leadership philosopher. His use of literature, his theories of slack and the concepts of exploration and exploitation, as well as that of foolishness, may help leadership scholars to understand the essence of authentic and ethical leadership as an intelligent practice.

This paper proposes to extrapolate March’s vast insights about organizational theory to further develop the framework of authentic leadership. This re-framing of the leader as a “juggling fool” constitutes an empowered view of leadership that comes closer to balancing the complementary purposes of leadership and management; an effort that rests at the core of the future of leadership.

Despite the ostensible popularity of leadership over management as a desired organizational outcome, March’s phenomenal insights remind current and developing leaders of just how much the two fields must overlap in constant tension. It is, perhaps, the conceptualization of a leader as an authentic and resilient “juggling fool” what adds depth of meaning to March’s contributions to the field of leadership beyond that of management.

This study aims to explore the dynamic capabilities of international intermediaries that cooperate with Chinese factories. The authors determine the structure of these dynamic capabilities and inquire into the manner in which they allow an intermediary to respond to external change. Furthermore, the authors examine these capabilities both before and during a financial crisis in order to better understand how an international manufacturing intermediary can succeed during a poor economic situation.

Based on a case analysis involving multiple organizations, the authors use triangulated data from a variety of sources: five American intermediaries, 28 Chinese factories, and additional source data.

Results from this study show that, compared to other firms, intermediary organizations contain additional dynamic capabilities. This allows for the creation of a new three-tier model of intermediary capabilities: internal dynamic capabilities, external network capacity, and external dynamic capabilities. Furthermore, the authors demonstrate that impression management, guanxi, and other external dynamic capabilities can be used to influence how external firms allocate and re-allocate their resources and thus become a crucial dynamic capability. This case analysis also determines that the financial crisis actually strengthened the dynamic capabilities of these intermediaries.

This paper is the first to determine the structure of the dynamic capabilities for this type of intermediary and to demonstrate that they possess dynamic capabilities that can influence how an external firm re-allocates resources. Additionally, the authors extend the dynamic capabilities literature to the type of firm that operates in an emerging economy.

In the academic field of business management, several potential theories were established during the last decades to explain companies' decisions, organizational behavior, consumer patterns, and internationalization, among others. As a result, businesses and scholars were able to analyze and decide based on theoretical approaches to explain the current conditions of the market. Secondary research was conducted to collect more than 36 management theories. This chapter aims to develop the most famous theories related to business applied in the international field. The novelty of this chapter relies on the compilation of recognized previous research studies from the academic literature and evidence in international business.

The main purpose of this study is to examine the impact of imported inputs on firms' productivity in selected South Asian economies, namely Pakistan, India and Bangladesh. Furthermore, this study explores the complementarity between firms' capabilities and imported inputs in an augmented productivity framework.

A dataset comprising 7117 manufacturing firms of selected South Asian economies was taken from the World Bank for 2013 and 2014. The empirical analysis was based on stochastic frontier models, the ordinary least square method and instrumental variable estimation techniques.

The empirical results show that imported inputs have positive and significant effects on the firms' productivity in the selected countries. Moreover, the study findings demonstrate that firms' capabilities play a complementary role in expanding the firms' production frontier.

The study outcomes suggest that reducing tariffs on imported inputs will enhance the firms' productivity in the selected emerging economies. However, the study further finds that the potential gain of imported inputs is conditional on the firm's capabilities. It implies that firms operating in these countries can improve their performance by allocating more resources to capabilities, such as workers’ training, management and internal R&D effort.

The existing literature on the subject is sceptical about the positive impact of imported inputs on firms' productivity in the case of developing countries. In this regard, the shortage of skilled labour and firms' capabilities are compelling rationales that need to be explored. Thus, the potential contribution of the study lies in explaining the moderating role of firm's capabilities operating in the selected emerging economies in the nexus of imported inputs and productivity.

The purpose of this paper is to address the core concept of docility in Simon’s learning theories and elaborate docility as a missing link in organizational performance structures. In his book, Administrative Behavior, first published in 1947 with three subsequent editions, Herbert A. Simon introduced a new concept to the emerging field of organizational theory, docility.

In Administrative Behavior, Herbert A. Simon introduced to management and organization theorists the concept of docility. Simon adopted the concept and meaning from E.C. Tolman’s (1932) classic work, Purposive Behavior in Animals and Men, and his novel views on learning processes and key concepts like purpose (goals), thought processes (cognitive psychology) and cognitive maps. This paper elaborates on docility mechanisms and the implications for social learning in organizations.

This paper addresses this lacuna in the organizational literature, and the implications for current theories of organizations and organizational learning.

Docility is a tool to link individual learning with organizational learning in complex environments and changing technologies.

The paper traces origins of Simon’s docility and learning theories.

This paper reflects on the evolution of implicit and explicit behavioral ideas in the field of strategic management using Herbert Simon’s scholarship as a starting point, that is, his emphasis on empirically driven; interdisciplinary theorizing allowing and enabling two-way street learning. We argue that historically, there were plenty of behavioral ideas embedded in the field and, together with the recent movement towards explicit “behavioral strategy,” these provide several possible paths for future developments in strategic management research. In the spirit of broadening the tent for behavioral strategy in the future (Hambrick & Crossland, 2018), we suggest some topics and approaches for behavioral strategy in empirically driven, interdisciplinary directions which allows also for two-way street learning between concepts and real-world strategic phenomena.