Douglas P. Hannah, Robert P. Bremner and Kathleen M. Eisenhardt
This paper addresses resource redeployment in ecosystems. Prior research examines the value of resource redeployment across product markets in multi-business firms. In contrast…
Abstract
This paper addresses resource redeployment in ecosystems. Prior research examines the value of resource redeployment across product markets in multi-business firms. In contrast, resource redeployment across ecosystems is an important corporate strategy employed by both single- and multi-business ecosystem firms that has received little attention. To address this gap, we present a case study of resource redeployment by an entrepreneurial firm in the US residential solar industry. We propose that the value creation mechanisms (i.e., improving capabilities, bottleneck relief) are fundamentally different when resources are redeployed in ecosystems. We identify “consumption-side” interdependence of components and “production-side” resource relatedness as playing critical roles in both types of value creation and propose conditions under which resource redeployment is most valuable. Overall, we contribute insights into the literatures on resource redeployment and strategy in business ecosystems.
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Jeffrey A. Martin and Kathleen M. Eisenhardt
Managers of corporations that are facing fading product-market domains are often inertial in their response to such decline or engage in endgame strategies within these markets…
Abstract
Managers of corporations that are facing fading product-market domains are often inertial in their response to such decline or engage in endgame strategies within these markets. For managers operating in dynamic markets, however, such responses are often ineffective. Rather, such markets often demand a corporate entrepreneurship response whereby managers move their businesses into new market opportunities as the value of current market domains inevitably begins to fade. The emphasis is on exiting from declining markets while simultaneously capturing and exploiting opportunities in more promising markets. In this chapter, we describe the recombinative organizational form (i.e. structure and process) by which this can occur. We focus on the modular organizational structure (i.e. modularity, relatedness, and loose-coupling) and corporate dynamic capabilities (i.e. probing, patching, and recoupling processes) by which managers can cope with the inevitable decline that is the nature of dynamic industries. An example from recent empirical research provides an illustration of such corporate entrepreneurship.
Jane K. Lê, Anne D. Smith, T. Russell Crook and Brian K. Boyd
In this volume, we take the baton from previous editors Dave Ketchen and Don Bergh in the Research Methodology in Strategy and Management series. Our approach is to stand on the…
Abstract
In this volume, we take the baton from previous editors Dave Ketchen and Don Bergh in the Research Methodology in Strategy and Management series. Our approach is to stand on the shoulders of these editors and authors who have published in the series. So, we begin, in this chapter, by highlighting innovative work published in this volume that has provided actionable and practical suggestions for problems researchers face in their work. We briefly describe the chapters, including the first two chapters in this volume from Kathleen M. Eisenhardt and Dennis Gioia, and introduce new methodologies and tools to guide researchers in their efforts to build high quality, publishable work. We also describe future work that, in our view, needs to be addressed for the fields of strategic management in particular and management more generally to continue to evolve.
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In the late 1970s, the much beloved tradition of Asilomar began. But then, of course, it was not even located at Asilomar. Rather it was a much smaller event that was held at…
Abstract
In the late 1970s, the much beloved tradition of Asilomar began. But then, of course, it was not even located at Asilomar. Rather it was a much smaller event that was held at Pajaro Dunes. Nonetheless, it featured what ultimately became the traditional blend of informal sessions that mixed students and faculty from around the University. The most memorable conference of that time featured working papers by Jeff Pfeffer and Jerry Salancik, John Meyer and Brian Rowan, and Mike Hannan and John Freeman. Each of these pairs of authors presented fledgling work that would go on to become keystone statements for three highly influential theories: resource dependence (Pfeffer & Salancik, 1978), “new” institutional theory (Meyer & Rowan, 1977), and population ecology (Hannan & Freeman, 1977).
The authors of two new books advise: Throw out your five‐year plan—in an era of relentless change, long‐term planning is futile.
I was surprised and delighted to be asked to write the final chapter of a book on groups. I certainly thought of myself as a “groups person,” but I was never quite sure that…
Abstract
I was surprised and delighted to be asked to write the final chapter of a book on groups. I certainly thought of myself as a “groups person,” but I was never quite sure that anyone else did. My research image is much more tied to organization theory and strategy. But the reality is that much of my work – from strategic decision making and product development to acquisitions and cross-business synergies – often does deal with groups. Although these more macro-level topics are in the foreground, groups are very often the backdrop.
Robert N. Eberhart, Howard E. Aldrich and Kathleen M. Eisenhardt
When was the last time you had enough information and enough time to make the kind of careful, clear, well‐thought‐out decision you would have liked to make? For most people it…
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When was the last time you had enough information and enough time to make the kind of careful, clear, well‐thought‐out decision you would have liked to make? For most people it has been a long time — if ever. I want to explore how managers should make informed decisions within the context of a fast‐paced environment that has poor information and high levels of competition.
Vishal K. Gupta, Sajna Ibrahim, Grace Guo and Erik Markin
Entrepreneurship-related research in management and organizational journals has experienced rapid growth, particularly in the last several years. The purpose of this study is to…
Abstract
Entrepreneurship-related research in management and organizational journals has experienced rapid growth, particularly in the last several years. The purpose of this study is to identify the researchers and universities that have had the greatest influence on entrepreneurship research since the turn of the century. Using a systematic and comprehensive study identification protocol, the authors delve into the individual and institutional actors contributing to scholarship in entrepreneurial studies for the period from 2000 to 2015. Examination of top-tier management and organizational journals revealed that a total of 371 entrepreneurship-related articles were published during this period by 618 authors from 303 different institutions. Rankings for the most prolific individuals as well as institutions, adjusted and unadjusted for journal quality, are presented. The article concludes with a discussion of the limitations and implications of the research undertaken here.