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Frans van den Bosch

Bio: Frans van den Bosch is an academic researcher from Erasmus University Rotterdam. The author has contributed to research in topics: Competitive advantage & Corporate governance. The author has an hindex of 54, co-authored 215 publications receiving 19700 citations. Previous affiliations of Frans van den Bosch include Erasmus Research Institute of Management & University of Twente.


Papers
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TL;DR: In this article, the authors investigated how top managers' corporate governance orientation influences a firm's strategic renewal trajectories over time, and found that top managers having an Anglo-Saxon Corporate Governance orientation are more likely to pursue exploitative and external-growth strategic renewal.
Abstract: textUsing the upper echelons perspective together with corporate governance and strategic renewal literature, this paper investigates how top managers’ corporate governance orientation influences a firm’s strategic renewal trajectories over time. Through both a qualitative analysis (1907-2004) and a quantitative analysis (1959-2004), we investigate this under-researched question within the context of a large incumbent firm: Royal Dutch Shell plc. Our results indicate that top managers having an Anglo-Saxon corporate governance orientation are more likely to pursue exploitative and external-growth strategic renewal trajectories, while those having a Rhine corporate governance orientation are more likely to pursue exploratory and internal-growth strategic renewal trajectories. We also found a positive moderating effect of the proportion of shareholders from the Anglo-Saxon countries on exploitative and external-growth strategic renewal trajectories. Our findings indicate that top managers’ corporate governance orientation can be an important antecedent of strategic renewal and of organisational ambidexterity, both of which influence corporate longevity.
Posted Content
TL;DR: In this paper, the authors developed a conceptual framework regarding the relationship between IT and interorganizational resource complementarity, which is an important determinant of interorgan organizational competitive advantage.
Abstract: Developments in information technology (IT) are perceived to promote interorganizational cooperation within and across industry boundaries IT-enabled cooperation has challenged the creation of interorganizational competitive advantages, as conceptualized in the Relational View (eg, Dyer and Singh, 1998) The relationship between IT and the conversion of inter-firm value-creating opportunities into interorganizational competitive advantage is still unclear In this paper, we have developed a conceptual framework regarding the relationship between IT and interorganizational resource complementarity, which is an important determinant of interorganizational competitive advantage Our analysis suggests that cooperating organizations need to develop three distinctive but interrelated capabilities in order to effectuate interorganizational resource complementarity with regard to IT We propose that these capabilities form a pre-condition for achieving interorganizational competitive advantage by means of IT-enabled interorganizational relationships Preliminary support for our framework and proposition is provided by a case study of an interorganizational relationship between a large European financial services firm and a major European telecommunication firm 5001-6182 Business 5546-55486 Office Organization and Management Library of Congress Classification (LCC) HD 69S8 Strategic alliances M Business Administration and Business Economics L 20 Firm Objectives, Organization and Behavior: general Journal of Economic Literature (JEL) L29 Firm Strategy, others 85 A Business General 270 A 100 G Strategic Management Organizational Growth European Business Schools Library Group (EBSLG) 270 A Strategic Management Gemeenschappelijke Onderwerpsontsluiting (GOO) 8500 Bedrijfskunde, Organisatiekunde: algemeen 8510 Strategisch beleid Classification GOO 8510 Strategisch beleid Bedrijfskunde / Bedrijfseconomie Strategisch management, organisatievernieuwing Keywords GOO Samenwerkingsvormen bedrijfseconomie, strategische management, competentie, ICT Free keywords Interorganizational competitive advantage, capabilities and information technology
Journal Article
TL;DR: In this paper, aandacht vragen, niet onbelangrijkevragen, wil ik hier a andacht vraag vragan.
Abstract: textBedrijven en andere organisaties lijken plat gewalst te worden. Verplatting van organisaties,- de opkomst van netwerken als concurrenten voor organisaties; schrappen van managementlagen; verdwijnen van banen voor het leven en de opkomst van autonome taakgroepen; afschaffen van de hierarchie; weg met topdown en leve bottom-up etc! Wordt daarmee nu ook management platgewalst? Gaat de betekenis van management afnemen? Zal daarmee ook het aantal 'management jobs' gaan afnemen? Voor deze, niet onbelangrijke vragen, wil ik hier aandacht vragen.
Posted Content
TL;DR: In this paper, the influence of a manager's knowledge inflows on the extent to which this manager conducts exploitation activities, while they do not relate to exploration activities, is investigated.
Abstract: textThis paper develops and tests hypotheses on the influence of a manager’s knowledge inflows on this manager’s exploration and exploitation activities. Based on a survey among managers of a leading electronics firm, the findings indicate, as expected, that top-down knowledge inflows of a manager positively relate to the extent to which this manager conducts exploitation activities, while they do not relate to a manager’s exploration activities. Furthermore, as expected, bottom-up and horizontal knowledge inflows of a manager positively relate to this manager’s exploration activities, while they do not relate to a manager’s exploitation activities. We contribute to current literature on exploration and exploitation by focusing on the manager level of analysis, and by adding the importance of knowledge flow configurations to the literature on the impact of organizational factors upon exploration and exploitation.
Posted Content
29 Jun 2004
TL;DR: In this article, the authors analyzed the strategic renewal journeys of the five largest financial service firms in the Netherlands during the period 1990-1997 and found equifinality in viable trajectories of strategic renewal.
Abstract: textHow do large well-established firms renew themselves in an increasing turbulent environment? Is there a generic pattern of change or is each change journey rather idiosyncratic? We posed five questions about the nature of renewal patterns. First, how do firms combine external versus internal initiatives in a trajectory of strategic renewal? Second, how does the balance of competence building and competence leveraging evolve in a trajectory of strategic renewal? Third, what are the sequences of action in a strategic renewal process? Fourth, do firms differ regarding speed of their renewal processes? Finally, do different strategic renewal trajectories give rise to different of similar outcomes? Using a simple framework and new metrics we described and analyzed the strategic renewal journeys of the five largest financial service firms in the Netherlands during the period 1990-1997. We found equifinality in viable trajectories of strategic renewal. In four out of five firms, they result in similar outcomes due to mimetic behaviour. Nonetheless, one firm showed deviant strategic behaviour.

Cited by
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Journal ArticleDOI
TL;DR: In this paper, the authors identify key dimensions of absorptive capacity and offer a reconceptualization of this construct, and distinguish between a firm's potential and realized capacity, and then advance a model outlining the conditions when the firm's realized capacities can differentially influence the creation and sustenance of its competitive advantage.
Abstract: Researchers have used the absorptive capacity construct to explain various organizational phenomena. In this article we review the literature to identify key dimensions of absorptive capacity and offer a reconceptualization of this construct. Building upon the dynamic capabilities view of the firm, we distinguish between a firm's potential and realized capacity. We then advance a model outlining the conditions when the firm's potential and realized capacities can differentially influence the creation and sustenance of its competitive advantage.

8,648 citations

Book
01 Jan 1995
TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.
Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

7,448 citations

Journal ArticleDOI
TL;DR: In this paper, a distinction is made between the learning processes taking place among actors embedded in a community by just being there dubbed buzz and the knowledge attained by investing in building channels of communication called pipelines to selected providers located outside the local milieu.
Abstract: The paper is concerned with spatial clustering of economic activity and its relation to the spatiality of knowledge creation in interactive learning processes. It questions the view that tacit knowledge transfer is confined to local milieus whereas codified knowledge may roam the globe almost frictionlessly. The paper highlights the conditions under which both tacit and codified knowledge can be exchanged locally and globally. A distinction is made between, on the one hand, the learning processes taking place among actors embedded in a community by just being there dubbed buzz and, on the other, the knowledge attained by investing in building channels of communication called pipelines to selected providers located outside the local milieu. It is argued that the co-existence of high levels of buzz and many pipelines may provide firms located in outward-looking and lively clusters with a string of particular advantages not available to outsiders. Finally, some policy implications, stemming from this argumen...

3,942 citations

Book
01 Jan 2008
TL;DR: Nonaka and Takeuchi as discussed by the authors argue that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy.
Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

3,668 citations