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  • 1
    Language: English
    In: Management Decision, 27 April 2012, Vol.50(4), pp.611-634
    Description: Purpose - The aim of this paper is to corroborate with empirical validations the theoretical considerations about the influence of chief executive officers (CEOs) and their experience as micro-level origin of dynamic capabilities in organisations.Design methodology approach - The paper empirically analyses the impact of CEO experience (CEO firm experience, CEO age, CEO international experience, CEO functional experience) as a micro-level origin of dynamic marketing and research and development (R&D) capabilities.Findings - The results show that CEO experience influences dynamic capabilities and corroborate the theoretical considerations about the influence of micro-level origins, i.e. CEO firm experience and CEO age influence the development of dynamic capabilities, dependent on environmental conditions.Research limitations implications - The findings encourage more research on the important role of micro-level origins of dynamic capabilities. With a view to the theoretical...
    Subject(s): Chief Executives ; Experience ; Individual Behaviour ; Organisational Behaviour ; Dynamic Capabilities ; Micro-Level Origins ; Business
    ISSN: 0025-1747
    E-ISSN: 1758-6070
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  • 2
    In: Journal of Product Innovation Management, May 2012, Vol.29(3), pp.489-505
    Description: The extant literature has analyzed how various organizational and managerial issues (e.g., cross‐functional integration and certain leadership styles) are related to the innovativeness of the organization and new product development. However, political processes in the form of influence and power structures between subunits and their impact on organizational innovativeness have not been researched. The present paper theoretically develops and empirically validates by means of survey data from 243 organizations, a model of the antecedents and performance outcomes of influential departments as the major proponent of innovations and new product developments within an organization. There are three major findings: First, an department can increase its influence within the organization by fostering its degree of innovativeness and its customer connection, but its integration with other departments negatively impacts its position. Second, influential departments positively impact organizational performance through organizational innovativeness, particularly in cost‐leadership organizations; this finding emphasizes the relevance of influence and power structures to research on organizational issues in this research stream. Third, the findings show some reciprocal relationships: While some influence tactics increase the influence of the department, an influential department makes increased use of these influence tactics to maintain its position.
    Subject(s): Research & Development–R&D ; Product Development ; Studies ; Leadership ; Management Theory ; Innovations ; Research & Development ; Product Planning & Development ; Organizational Behavior ; Experiment/Theoretical Treatment;
    ISSN: 0737-6782
    E-ISSN: 1540-5885
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  • 3
    Language: English
    In: Journal of Business Ethics, 9/18/2018
    Description: Previous research on sustainable entrepreneurship has mainly aimed to understand the antecedents of entrepreneurs’ sustainability-oriented behavior. Yet the literature lacks a more nuanced understanding of how entrepreneurs implement sustainability strategies when creating a new venture. Drawing on sustainability concepts, we first examine how entrepreneurs balance the economic, environmental, and social dimensions as part of their ventures’ strategic ambitions. We show that sustainable entrepreneurs prioritize the three sustainability dimensions and possibly reprioritize them in response to stakeholder interests. Applying a stakeholder theory perspective, we theorize that how entrepreneurs balance their sustainability dimensions and goals depends on the degree of stakeholder involvement and of external expectations. Our contributions refine the growing sustainable entrepreneurship literature and call attention to the importance of including weightings and time when examining the dimensions...
    Subject(s): Entrepreneurship ; Stakeholders ; Participation ; Ventures ; Sustainability ; Business Ethics ; Studies ; Entrepreneurship ; Sustainability ; Entrepreneurs ; Entrepreneurs ; Entrepreneurs ; Expectations ; Stakeholders ; Sustainable Entrepreneurship ; Sustainability ; Stakeholder Theory ; Case Study Research;
    ISSN: 0167-4544
    E-ISSN: 1573-0697
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  • 4
    In: Journal of Product Innovation Management, May 2013, Vol.30(3), pp.589-603
    Description: The microlevel concept of social capital has received significant attention in management and sociological research but has not yet been empirically associated with the development of organizational capabilities. The major purpose of this paper is to investigate the relationship of social capital with marketing and research and development () capability and to explore how the environmental context moderates the social capital–organizational capability link. It is suggested that top management's social capital provides a firm with important information and control benefits that facilitate effective access to the knowledge and resources necessary for building superior organizational capabilities. In addition, we identify the role of two important environmental factors influencing the social capital–organizational capability link: technological turbulence and competitive intensity. The strength of the relationship between social capital and organizational capabilities is proposed to vary depending on the level of these two environmental characteristics. This study conceptualizes and operationalizes social capital as a multidimensional construct reflected by the structural dimension of tie strength, the relational dimension of trust, and the cognitive dimension of solidarity. Survey and archival data on 280 firms from various industries are analyzed using structural equation modeling. Empirical support for the proposed three‐dimensional structure of social capital is found. Results further indicate that social capital is a significant antecedent to both marketing and capability, which in turn significantly affect firm performance. While a positive relationship between social capital and organizational capabilities is supported in general, the strength of this relationship depends on the environmental context the firm is embedded in. The positive effect of social capital on marketing capability increases in environments with high technological turbulence and competitive intensity; the opposite holds for capability. This research contributes to the resource‐based view by introducing social capital as an important microlevel factor promoting the development of organizational capabilities. By identifying and evaluating two important environmental contingencies, our study also decreases some of the ambiguity surrounding the effectiveness of antecedents to organizational capabilities. The findings further help practitioners decide under what circumstances investing in top‐managers' social capital provides an effective means for achieving superior performance through enhanced organizational capabilities. This should have an important bearing on issues such as management training and incentives as well as on hiring policies.
    Subject(s): Studies ; Social Capital ; Organization Development ; Research & Development–R&D ; Marketing ; Knowledge Management ; Research & Development ; Marketing ; Social Trends & Culture ; Organizational Behavior ; Experiment/Theoretical Treatment ; Communications & Information Management;
    ISSN: 0737-6782
    E-ISSN: 1540-5885
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  • 5
    In: Journal of Product Innovation Management, November 2017, Vol.34(6), pp.719-738
    Description: Byline: Timo Mauerhoefer,Steffen Strese, Malte Brettel Many managers expect a substantial impact of digitization on new product development (NPD) as it is an information-intensive business process. Therefore, a better understanding of how information technology (IT) might improve the NPD process is important for both theory and practice. Drawing on the IT business value literature, this study develops a comprehensive conceptual model to investigate empirically how IT and non-IT organizational antecedents translate into NPD IT capabilities and competences and how these are related with NPD performance. Based on survey data from German NPD managers, this study offers several insights. First, it shows that the development of superior NPD IT capabilities and competences depends on the ability to acquire and deploy suitable IT (i.e., firm-level IT capabilities) and on appropriate strategic, structural, and cultural conditions ensured by a strong top management focus on NPD IT (i.e., executive champion for NPD IT). This study hence contributes empirical evidence to the NPD and the IT business value literature by expanding research on complementary resources. Second, this study addresses limitations regarding the conceptualization of NPD IT capabilities and their relationship with further sources of competitive advantage arising from NPD IT tool usage by considering both the effectiveness and the frequency of usage as well as the relationship between both. Third, this research updates the measurement of NPD IT tool usage effectiveness (i.e., IT leveraging competence) to account for technological developments. Moreover, this study reveals that the effectiveness of NPD IT tool usage is positively associated with NPD performance. It also highlights that the dissemination of IT tools does not directly increase NPD performance, but that NPD IT tool use frequency is an important antecedent of IT leveraging competence. For managers, this paper offers empirical evidence that firm-wide IT capabilities and a focus on NPD IT are important predictors of NPD performance.
    Subject(s): Information Technology – Usage ; Product Development – Analysis ; Product Development – Technology Application;
    ISSN: 0737-6782
    E-ISSN: 1540-5885
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  • 6
    Language: English
    In: Journal of Operations Management, May 2017, Vol.52, pp.46-55
    Description: Although there is rich literature documenting the positive relationship between operational leanness and financial performance, recent research indicates that the effects of leanness may be more complex than is typically assumed. We explore the impact of two kinds of leanness, relative inventory leanness and relative PPE leanness, on credit ratings. We thus use an alternative lens to explore the financial implications of leanness. We analyze secondary U.S. data from 1985 to 2012, with 11,197 firm-year observations of manufacturing firms. Using panel data analysis, we show that inventory leanness is positively associated with credit ratings in a concave relationship. This is consistent with previous research that has looked at the impact of relative inventory leanness on equity performance. Conversely, we find that PPE leanness is negatively related with credit ratings in a concave relationship—in contrast to prior studies addressing the impact of PPE leanness on equity performance....
    Subject(s): Lean Manufacturing ; Operational Slack ; Inventory Management ; Capital Intensity ; Credit Ratings ; Finance/Operations Interface ; Lean Manufacturing ; Operational Slack ; Inventory Management ; Capital Intensity ; Credit Ratings ; Finance/Operations Interface ; Engineering ; Business
    ISSN: 0272-6963
    E-ISSN: 1873-1317
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  • 7
    Language: English
    In: Journal of Marketing, March 2018, Vol.82(2), pp.19-41
    Description: Investor demand has promoted share repurchases to the dominating payout instrument for U.S. firms. However, critics worry that the repurchase boom leads to firms neglecting long-term investments. Even worse, scholars have shown that investor pressure also motivates firms to cut marketing investments with the aim of boosting short-term income, a practice called myopic marketing management. Extant theory still lacks an understanding of whether and how the co-occurrence of share repurchases and myopic marketing affects firm stakeholders such as investors and consumers. Using a large-scale cross-industry sample, the authors reveal that there is a higher share of firms cutting marketing investments among repurchasing firms than among nonrepurchasing firms. Furthermore, investors immediately respond negatively to myopic firms that also repurchase shares. Finally, repurchases and myopic marketing are also associated with an increase in product recalls. This first study to assess share...
    Subject(s): Marketing–Finance Interface ; Myopic Marketing Management ; Earnings Management ; Product Recalls ; Share Repurchase ; Business
    ISSN: 0022-2429
    E-ISSN: 1547-7185
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  • 8
    Language: English
    In: Management Decision, 16 November 2010, Vol.48(10), pp.1469-1492
    Description: Purpose - The aim of this paper is to examine the effects of corporate social responsibility (CSR) on corporate identity, image and firm performance in a multi-industry setting, in order to support evidence that the effects of CSR differ in different industry settings.Design methodology approach - The study, based on pre-existing CSR scales, was tested using data collected from a sample of 389 European companies. Hypotheses are based on the examination of the moderating effects of CSR using a group comparison method.Findings - Contingency models show that CSR triggers the corporate-image-building process and that its relationship to company success varies significantly based on company size, industry and marketing budget.Research limitations implications - This research was conducted within a specific region in the EU and as such these findings may or may not be generalized to other regions like Asia or the USA. In addition, the secondary data of the study did not include stakeholders...
    Subject(s): Social Responsibility ; Philanthropy ; Corporate Identity ; Corporate Image ; Business
    ISSN: 0025-1747
    E-ISSN: 1758-6070
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  • 9
    Language: English
    In: Journal of Management, May 2015, Vol.41(4), pp.1069-1097
    Description: Extant research has shown that entrepreneurial orientation (EO) is positively associated with firm performance, but several contingencies affect the strength of this relationship. This article uses insights from the resource-based view and upper echelons perspective to introduce top management’s transformational leadership behaviors as moderators in the EO–performance relationship. The theoretically derived model is tested using survey data obtained from 790 small-and medium-sized firms in six countries. Findings indicate that, regardless of national setting, four transformational behaviors—articulating a vision, providing an appropriate model, having high performance expectations, and showing supportive leader behavior—positively affect the relationship between EO and firm performance. Further, the performance consequences of EO are greater when top management adheres to a configuration characterized by the highest possible levels of transformational behaviors. Implications...
    Subject(s): Entrepreneurial Orientation ; Transformational Leadership ; Contingency Perspective ; Configurational Perspective ; Business
    ISSN: 0149-2063
    E-ISSN: 1557-1211
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  • 10
    Language: English
    In: Entrepreneurship Theory and Practice, September 2015, Vol.39(5), pp.1111-1136
    Description: This study sheds light on the evolution of the specialized marketing capability, pricing. We develop an operationalization for and empirically validate the pricing–capability dimensions from the perspective of the resource–based view. Using a sample of 420 technology–based ventures, we examine the relationship between pricing capabilities and firm performance, with a particular focus on how age and uncertainty impact these relationships to determine how entrepreneurial firms can profit. We deconstruct pricing capability into four dimensions—price discrimination, dynamic orientation, performance goal orientation, and value delivery—to show, for example, that young companies should focus on their price discrimination capability to improve performance.
    Subject(s): Business
    ISSN: 1042-2587
    E-ISSN: 1540-6520
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