Ari Jantunen, Jaana Sandström and Hanna Kuittinen
The purpose of this paper is to shed light on the boundary choices of firms operating in the pulp and paper industry.
Abstract
Purpose
The purpose of this paper is to shed light on the boundary choices of firms operating in the pulp and paper industry.
Design/methodology/approach
Explorative interviews were conducted with senior managers of pulp and paper companies, and comparative data on other industries were collected. The theoretical approach was based on extended transaction‐cost economics (TCE).
Findings
The results demonstrate that when company decision makers consider the governance choice for different activities, i.e. make or buy, the determinants implied in traditional TCE are not the only relevant factors. Transaction or management benefits are also important, and managers also take into account the long‐term effects of boundary choices. The determinants of governance choices depend on the nature and strategic importance of the activity in question: when it is a question of outsourcing marginal activities, for example, management costs and dynamic transaction benefits seem to be of most significance. On the other hand, transaction costs and dynamic management benefits have a major role in the definition of boundary choices related to core activities.
Research limitations/implications
This research paper is explorative. Further quantitative research would enhance the generalizability of the findings.
Practical implications
This paper demonstrates that the factors managers implicitly take into account when considering firm boundaries could be explicitly assessed through the application of extended transaction‐cost logic. This would help to make the decision making more structured and would highlight the relevant factors affecting these boundaries.
Originality/value
Traditional transaction‐cost theory has been criticised for neglecting value‐creation issues that may also be essential in terms of explaining the firm's boundary choices. This study brings not only transaction costs but also the benefits and dynamic aspects of these choices under scrutiny.
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Kalevi Kyläheiko and Jaana Sandström
The purpose of this paper is to launch a dynamic strategic framework for a manufacturing firm for the digital age. The paper's dynamic capabilities‐ and strategic options‐based…
Abstract
Purpose
The purpose of this paper is to launch a dynamic strategic framework for a manufacturing firm for the digital age. The paper's dynamic capabilities‐ and strategic options‐based framework is comprised of the following key issues: how to sense the weak signals at the customer interface and how to formulate them as strategic options; how to exercise these options in the (often) intangible assets markets that are imperfect or even non‐existent; how to appropriate and/or share strategically relevant productive knowledge in order to obtain competitive advantage (CA) over the rivals, (iv) how to recognize the opportunities and threats of the underlying industrial structure, especially the economies of scale and scope and network externalities; and how to proactively reconfigure and reshape the existing knowledge base and capabilities in order to sustain the CA obtained.
Design/methodology/approach
The paradigm of creating CA is opened up in the context of knowledge‐based engineering and digital manufacturing. The Porterian five forces model, the resource‐based view and especially its dynamized extension, the dynamic capability view, are used as theoretical starting points. The modern strategic technology management literature will be complemented by means of the concepts of strategic options and related flexibility issues. Some illustrative examples will be offered as well.
Findings
In the author's view, the primary sources of sustainable CA in the digital manufacturing can be captured from active asset selection (strategic investments in both tangible and intangible assets), and efficient orchestrating of the global value net in “thin” intangible assets markets. The main determinants of CA are: the competitive nature of external environments, supply and demand conditions of the industry (economies of scale and scope and network externalities), renewal capacity of the organization, the dependence on complementary co‐specialized resources and capabilities, and the strategic role of the appropriability regime.
Originality/value
This paper tries to capture the critical elements of creating sustainable CA in the context of digital manufacturing and it is considered to be useful for strategic decision‐makers. The modern technology strategy management literature is synthesized in our framework and it tries to make the issues more applicable to the strategic management of the companies.
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Massimiliano Matteo Pellegrini, Francesco Ciampi, Giacomo Marzi and Beatrice Orlando
Effectively handling knowledge is crucial for any organization to survive and prosper in the turbulent environments of the modern era. Leadership is a central element for…
Abstract
Purpose
Effectively handling knowledge is crucial for any organization to survive and prosper in the turbulent environments of the modern era. Leadership is a central element for knowledge creation, acquisition, utilization and integration processes. Based on these considerations, this study aims to offer an overview of the evolution of the literature regarding the knowledge management-leadership relationship published over the past 20 years.
Design/methodology/approach
A bibliometric analysis coupled with a systematic literature review were performed over a data set of 488 peer-reviewed articles published from 1990 to 2018.
Findings
The authors discovered the existence of four well-polarized clusters with the following thematic focusses: human and relational aspects, systematic and performance aspects, contextual and contingent aspects and cultural and learning aspects. The authors then investigated each thematic cluster by reviewing the most relevant contributions within them.
Research limitations/implications
Based on the bibliometric analysis and the systematic literature review, the authors developed an interpretative framework aimed at uncovering several promising and little explored research areas, thus suggesting an agenda for future knowledge management-leadership research. Some steps of the paper selection process may have been biased by the interpretation of the researcher. The authors addressed this concern by performing a multiple human subject reading process whose reliability was confirmed by a Krippendorf’s alpha coefficient value >0.80.
Originality/value
To the best knowledge, this is the first study to map, systematize and discuss the literature concerned to the topic of the knowledge management-leadership relationship.