Showing papers in "Academy of Management Perspectives in 1998"
TL;DR: A new competitive landscape is developing largely based on the technological revolution and increasing globalization as mentioned in this paper, where strategic discontinuities encountered by firms are transforming the nature of competition, and to navigate effectively and maintain competitive advantage, requires a new type of organization.
Abstract: Executive Overview A new competitive landscape is developing largely based on the technological revolution and increasing globalization. The strategic discontinuities encountered by firms are transforming the nature of competition. To navigate effectively in this new competitive landscape, to build and maintain competitive advantage, requires a new type of organization. Success in the 21st century organization will depend first on building strategic flexibility. To develop strategic flexibility and competitive advantage, requires exercising strategic leadership, building dynamic core competences, focusing and developing human capital, effectively using new manufacturing and information technologies, employing valuable strategies (exploiting global markets and cooperative strategies) and implementing new organization structures and culture (horizontal organization, learning and innovative culture, managing firm as bundles of assets). Thus, the new competitive landscape will require new types of organizatio...
1,097 citations
TL;DR: The trend toward proactive environmental management is being accelerated by public pressures on governments almost everywhere to assure a cleaner environment as mentioned in this paper. But more importantly, there is growing evidence that firms that adopt proactive Environmental management strategies become more efficient and competitive.
Abstract: Executive Overview Corporations in North America, Europe, Japan, and in most newly industrializing nations are embracing environmental protection as part of their international competitive strategies. For many firms, the shift to proactive environmental management is driven by pressures from governments, customers, employees, and competitors. Both consumers and investors are beginning to see more clearly the relationship between business performance and environmental quality. The trend toward proactive environmental management is being accelerated by public pressures on governments almost everywhere to assure a cleaner environment. Government regulations have become more stringent, legal liabilities for environmental damage have become more burdensome, and customers have become more demanding. But more importantly, there is growing evidence that firms that adopt proactive environmental management strategies become more efficient and competitive. In many countries, the public has become more vocal in deman...
856 citations
TL;DR: In this paper, the authors suggest ways for companies to protect their guanxi and make this important aspect of Chinese management more understandable to westerners and its use by western managers enhanced and encouraged.
Abstract: Executive Overview Guanxi means good connections. Although guanxi is often said to be the source of sustained competitive advantage for foreign companies doing business in China, there is little theoretical basis for this view. What is known is that guanxi has to be valuable, rare, and imperfectly imitable before it can lead to a sustained advantage. Even if a certain advantage is gained, it can be difficult to sustain, because guanxi can be disrupted by something as simple as staff mobility. By suggesting ways for companies to protect their guanxi, it is hoped that this important aspect of Chinese management may be made more understandable to westerners and its use by western managers enhanced and encouraged.
788 citations
TL;DR: The authors reviewed the book "The Human Equation: Building Profits by Putting People First" by Jeffery Pfeffer and found that it is a good book to read for any businessperson.
Abstract: The article reviews the book “The Human Equation: Building Profits by Putting People First,” by Jeffery Pfeffer.
702 citations
TL;DR: A large-scale, national survey of Fortune 1000 CEOs and the highest-ranking, most successful women in their companies identified key career strategies used by the women and the barriers to advancement they faced in their firms.
Abstract: Executive Overview While business organizations are struggling to hold on to their best and brightest women, the persistence of the glass ceiling makes this difficult. Dismantling the glass ceiling requires an accurate understanding of the overt and subtle barriers to advancement faced by women, and the strategies used to overcome these barriers. A large-scale, national survey of Fortune 1000 CEOs and the highest-ranking, most successful women in their companies identified key career strategies used by the women in their rise to the top, and the barriers to advancement they faced in their firms. A startling finding of the study was the disparity in the perceptions of chief executive officers and the high-ranking women in their firms. The Fortune 1000 CEOs had vastly different perceptions of the organizational and environmental barriers faced by their female employees, and in their companies' progress towards equality in the workplace.
549 citations
TL;DR: In this article, a growing body of evidence suggests that a firm may employ strategies to successfully meet two critical objectives: maximizing the fit with customer needs, and minimizing time to market.
Abstract: Executive Overview For many industries, new product development is now the single most important factor driving firm success or failure. The emphasis on new products has spurred researchers from strategic management, engineering, marketing, and other disciplines to study the new product development process. Most conclude that in order to be successful at new product development, a firm must simultaneously meet two critical objectives: maximizing the fit with customer needs, and minimizing time to market. While these objectives often pose conflicting demands on the firm, there is a growing body of evidence that the firm may employ strategies to successfully meet these objectives. Successful firms are those that articulate their strategic intent and map their R&D portfolio to find a fit between their new product development goals and their current resources and competencies. Their success also rests on how well the technology areas they enter contribute to the long term direction of the firm by helping them...
452 citations
TL;DR: Executive Overview Many management teams may know what they should do to improve their performance dramatically—not five or ten percent but twenty-five, fifty or one hundred percent but like many individuals who know they should stop smoking, see a physician, start exercising, or begin dieting, the management team ignores, avoids, delays or simply acts contrary to what they already know theyshould do.
Abstract: Executive Overview Many management teams may know what they should do to improve their performance dramatically—not five or ten percent but twenty-five, fifty or one hundred percent. However, like many individuals who know they should stop smoking, see a physician, start exercising, or begin dieting, the management team ignores, avoids, delays or simply acts contrary to what they already know they should do. Unfortunately, this contradiction appears to be more prevalent and common than anyone would care to admit.
444 citations
TL;DR: In this paper, the authors argue that the customer confidence needed for long-term loyalty can be earned only by firms that establish an image of fairness, and that fairness is especially important for service firms, whose product is intangible and difficult to evaluate.
Abstract: Executive Overview As consumer skepticism grows, companies are forced to compete for credibility in the marketplace. The customer confidence needed for long-term loyalty can be earned only by firms that establish an image of fairness. Fairness is especially important for service firms, whose product is intangible and difficult to evaluate, forcing consumers to rely on trust. When consumers are vulnerable or disadvantaged, violation of justice principles can trigger perceptions of unfairness. Such perceptions produce intense reactions from customers, who are often driven to get even with the firm.
395 citations
TL;DR: In this paper, it has become almost axiomatic that business success depends on expanding the global reach of an organization Moreover, the adoption of the transnational organizational model for a multinational enterprise is widely acknowledged as the preferred means of going global Designing effective transnational organizations depends on the effective deployment of advanced information technologies.
Abstract: Executive Overview It has become almost axiomatic that business success depends on expanding the global reach of an organization Moreover, the adoption of the transnational organizational model for a multinational enterprise is widely acknowledged as the preferred means of going global Designing effective transnational organizations depends on the effective deployment of advanced information technologies Because globalization requires employees and business partners to be geographically and temporally distant from one another, deploying information technologies within a virtual organization is an obvious choice for overcoming spatial and temporal boundaries
306 citations
TL;DR: Center of Excellence as mentioned in this paper is a focal point for knowledge development and dissemination and replaces an old-fashioned reliance on informal, word-of-mouth mechanisms, however, a center also raises substantial organizational and motivational challenges.
Abstract: Executive Overview Service firms that are global players benefit primarily from their ability to manage their proprietary knowledge, assimilating new knowledge from around the world, building new knowledge through the interaction of professional employees, and disseminating knowledge effectively throughout the firm. Centers of excellence represent the best practice of managing knowledge. Formally charged with the responsibility of leveraging and/or making knowledge available throughout the firm, the center of excellence provides a focal point for knowledge development and dissemination and replaces an old-fashioned reliance on informal, word-of-mouth mechanisms. However, a center also raises substantial organizational and motivational challenges.
192 citations
TL;DR: For example, this article found that despite years of research designed to match jobs and people, selection decisions are not always based on an exact fit between the person and the job, and that the selection decisions of job candidates are often based on a fit between a person and a job.
Abstract: Executive Overview Despite years of research designed to match jobs and people, selection decisions are not always based on an exact fit between the person and the job Microsoft values intelligence over all else, for all jobs Southwest Airlines values character When are these general characteristics adequate to the task of selecting job candidates? Should firms value intelligence and conscientiousness above specific skills?
TL;DR: McCall as discussed by the authors presents a review of the book "High Flyers: Developing the Next Generation of Leaders" by Morgan W. McCall, which is a book about the development of the next generation of leaders.
Abstract: Executive Overview This article presents a review of the book “High Flyers: Developing the Next Generation of Leaders,” by Morgan W. McCall.
TL;DR: In this paper, the authors identify three practical challenges to managing the global workforce and four strategies for meeting those challenges: deployment, knowledge and innovation dissemination, and talent identification and development.
Abstract: Executive Overview The globalization of the workplace has become a fact of life for a substantial segment of U.S. companies, bringing a dramatic expansion of the scope of workforce management and a whole host of new organizational challenges. Using data collected from interviews with international human resource managers in eight large companies, this paper identifies three practical challenges to managing the global workforce and four strategies for meeting those challenges. The three challenges are: deployment. knowledge and innovation dissemination, and talent identification and development. The four strategies are: aspatial careers, awareness-building assignments, SWAT teams, and virtual solutions. A diagnostic framework for each challenge is provided that indicates when to use which strategy and basic implementation points are presented.
TL;DR: In this paper, a four stage approach is presented to analyze a firm's internal strengths and weaknesses and illustrates how the technique can facilitate strategy formulation through the integration of value chain concepts and the incorporation of the most recent findings on internal resources and capabilities.
Abstract: Executive Overview It is generally agreed in the strategic management literature that internal organizational assessment is less developed theoretically and practically than other areas of situation analysis. This paper presents a four stage approach to analyzing a firm's internal strengths and weaknesses and illustrates how the technique can facilitate strategy formulation through the integration of value chain concepts and the incorporation of the most recent findings on internal resources and capabilities. A case example is used to illustrate how the approach can be applied by strategic decision makers as a tool for exploring the potential of their companies for sustained competitive advantage.
TL;DR: This article found that stress-related claims were the fastest growing segment of the workers' compensation system, and insurance costs seemed on a never-ending upward spiral, while claims and costs may be down in some states, stress itself may be on the rise.
Abstract: Executive Overview As recently as 1990, stress-related claims were the fastest growing segment of the Workers' Compensation System, and insurance costs seemed on a never-ending upward spiral. Now we find that while claims and costs may be down in some states, stress itself may be on the rise. Some of the sources of stress—such as downsizing, violence, technology, and diversity—are a part of the current business environment. Major changes have taken place recently in a number of states regarding the applicability of Workers' Compensation coverage, especially for stress-related injuries and illnesses. The multiple sources and effects of workplace stress, coupled with an elusive liability environment, require management to carefully consider their responses to this problem area. The potential negative ramifications of stress for companies and their employees are so substantial that it is crucial that managers act to aid their employees in the development of their coping skills and to reduce excessive stress ...
TL;DR: The pendulum of international trade has shifted from cross-Atlantic to cross-Pacific in recent years, as U.S. and Japanese multinational companies engaged in global sourcing strategy across the Pacific as discussed by the authors.
Abstract: Executive Overview During most of this decade, Japan has been mired in its longest post-war recession. Some pundits predict that this will be the end of the Japanese corporate juggernaut. Indeed, our interest in Japan and Japanese competition has waned concomitantly in recent years. So has our learning from the Japanese. This is dangerously short-sighted. The pendulum of international trade has shifted from cross-Atlantic to cross-Pacific in recent years, as U.S. and Japanese multinational companies engaged in global sourcing strategy across the Pacific. Indeed, while struggling in the post-bubble economy, many Japanese companies have accelerated their move toward their Pacific Rim global sourcing paradigm. Based on Japan's regional ties with the rest of Asia, Australia, and increasingly other parts of the Pacific Rim, this paradigm builds on Japan's famed target costing, target exchange rate, new product development style, and keiretsu (interfirm alliances). While Japanese companies have slowed the pace ...
TL;DR: The globalization of equity markets is a product of the 1990s as discussed by the authors, and companies are restructuring their operations to enhance shareholder return, redefining management relations with foreign shareholders, and revising management compensation to align with global investor interests.
Abstract: Executive Overview Long constrained by their national boundaries, institutional investors are discovering an outside world of higher returns and lower risks. Company executives are also learning that foreign investors are able to provide more capital at lower cost. The globalization of equity markets is a product of the 1990s. Governments are opening their markets to foreign investors; investors are diversifying their portfolios; and companies are scouting for new holders. In response, firms are restructuring their operations to enhance shareholder return, redefining management relations with foreign shareholders, and revising management compensation to align with global investor interests. Company executives are mastering new leadership skills for operating in an environment increasingly defined by a relatively small number of large international stockholders. This entails above all delivering a compelling strategy story for sharevalue growth to stock analysts and money managers worldwide.
TL;DR: Doz and Hamel as mentioned in this paper reviewed the book "Alliance Adventure: The Art of Creating Value Through Partnering" by Yves L. Doz and Gary Hamel.
Abstract: The article reviews the book ‘Alliance Adventure: The Art of Creating Value Through Partnering,' by Yves L. Doz and Gary Hamel.
TL;DR: Executive Overview In declining organizations, the early departure of qualified employees will inhibit recovery and, if unchecked, can accelerate decline.
Abstract: Executive Overview In contrast to successful organizations, in which cream rises to the top. organizations falling victim to decline often suffer from the “cesspool syndrome.” wherein, figuratively speaking, dreck floats to the top. In declining organizations, the early departure of qualified employees will inhibit recovery and, if unchecked, can accelerate decline.
TL;DR: In this paper, the authors present a model of high-level performance that can offer lessons for the wider population facing midlife issues, such as personal maturity, significant professional experience, and a desire for new challenges.
Abstract: Executive Overview Women have entered the work force in increasing numbers since the mid-1970s. Now, for the first time, organizations employ a significant number of women who have reached midlife and midcareer. These women provide a model of high-level performance that can offer lessons for the wider population facing midlife issues. Although many organizations have attempted to respond to the needs of working women, the most common programs likely are inadequate for these midlife women. These women bring to organizations personal maturity, significant professional experience, and a desire for new challenges. They have significantly different needs from their younger female counterparts and their male midlife contemporaries. They have coped with the challenges of midlife in ways that have changed their perspective, altered their role definition and performance, and modified their job or work environment. Organizations that wish to retain these women and actively address midlife issues for the aging workf...
TL;DR: In this article, the authors identify three themes that are associated with deaf ear syndrome: inadequate organizational policies and procedures, managerial rationalizations, and inertial tendencies, and investigate some of the factors and dynamics that contribute to organizational inaction.
Abstract: Executive Overview Several high profile sexual harassment cases have been reported in the news media recently. It appears that many organizations are slow to respond to internal complaints of sexual harassment, forcing victims to go outside the organization to seek redress through the court system. These failures to respond to complaints—what we have come to identify as the “deaf ear” syndrome—is surprising in light of the well-publicized costs to human resources, organizational reputation, and the bottom line. This paper investigates some of the factors and dynamics that contribute to organizational inaction. Based on interviews with EEOC attorneys who specialize in sexual harassment litigation, a review of relevant literature, and recent media examples, we identify three themes that are associated with deaf ear syndrome: (1) inadequate organizational policies and procedures, (2) managerial rationalizations, and (3) inertial tendencies. Fortunately, a few responsive organizations provide examples of best...
TL;DR: In this article, managers from more than 300 privatized enterprises in six major industrial regions in Russia were surveyed about the market orientation plans they developed and established to effect the transition and to survive as enterprises.
Abstract: Executive Overview Managers and directors of privatized Russian enterprises face enormous challenges in revitalizing their businesses to compete in both the domestic and global economies. Managers from more than 300 privatized enterprises in six major industrial regions in Russia were surveyed about the market orientation plans they developed and established to effect the transition and to survive as enterprises. Survivors must then pursue new strategies for revitalization. Foreign investors, similarly, must examine the assets and liabilities of entering the Russian market. Although wholly-owned new ventures and acquisitions have merit under certain circumstances, joint ventures and strategic alliances with Russian partners appear to be the strategy that most fits the current situation for industrial firms.
TL;DR: Tornow and London as discussed by the authors reviewed the book "Maximizing the Value of 360-Degree Feedback" by Walter W. Tornow and Manuel London and found that 360-degree feedback can be used to improve the quality of 360 degree feedback.
Abstract: The article reviews the book “Maximizing the Value of 360-Degree Feedback,” by Walter W. Tornow and Manuel London.
TL;DR: In this article, the authors of papers in the special issue met to discuss their papers, receive feedback, and integrate themes, and devoted a morning to discussion of common themes in the papers, and the identification of opportunities for further integration and research.
Abstract: Executive Overview In November 1998, authors of papers in the special issue met to discuss their papers, receive feedback, and integrate themes. After the presentations, the authors devoted a morning to discussion of common themes in the papers, and the identification of opportunities for further integration and research. This article presents a synthesis of those discussions.
TL;DR: In this paper, the tension between the pressures for accountability and long-term decision making can be managed by aligning firm strategy with an incentive plan that is based on an appropriate performance criteria.
Abstract: Executive Overview Incentive or performance contingent compensation plans are rapidly becoming the norm in corporate America, as boards of directors attempt to make executives more accountable to shareholders. However, incentive plans also expose executives to risk, and may also impart a short-term bias on their decision-making processes. This article suggests that the tension between the pressures for accountability and long-term decision making can be managed by aligning firm strategy with an incentive plan that is based on an appropriate performance criteria.
TL;DR: In this article, the authors review the book "Value Based Management: Developing a Systematic Approach to Creating Shareholder Value" by James A. Knight. But they do not discuss the authors' methodology.
Abstract: Executive Overview The article reviews the book ‘Value Based Management: Developing a Systematic Approach to Creating Shareholder Value,’ by James A. Knight.
TL;DR: The experience of Gillette after the acquisition of Parker Pen shows that mergers and acquisitions by global companies can involve local integration across divisions in order to create within-country synergies.
Abstract: Executive Overview Among the myths about global strategy is the assumption that it means integration across international operations that causes a loss of country identity and dissociation of product lines from their local context, as they report to global product managers. This article advances a different view, in which global strategy is synonymous with holistic approaches, necessarily international ones, that can tighten local integration in the interest of global goals. The experience of Gillette after the acquisition of Parker Pen shows that mergers and acquisitions by global companies can involve local integration across divisions in order to create within-country synergies. It also shows that tapping the power of global brands often requires acknowledging country differences and respecting local norms, thus strengthening, rather than weakening, the local country unit and enhancing relationships across functions and divisions within it.
TL;DR: In this article, the authors examine two organizational positions concerning environmental policies, compliance and prevention, and suggest that a proactive environmental policy becomes a competitive advantage when the development and implementation of pollution prevention programs results in firm resources being developed such as increased organizational learning and higher employee skills and involvement.
Abstract: The article focuses on if organizations with a pro-environmental policy benefit with bottom-line profitability as a result. It examines two organizational positions concerning environmental policies, compliance and prevention. It states that with a compliance stance, organizations resist the passage and enforcement of environmental legislation and regulations, while prevention goes beyond compliance and works toward source reduction and process innovation. It suggests that a proactive environmental policy becomes a competitive advantage when the development and implementation of pollution prevention programs results in firm resources being developed such as increased organizational learning and higher employee skills and involvement.
TL;DR: In this paper, it is widely believed that "careers and career opportunities are in pandemonium resulting from the progressive destabilization of relationships between people and organizations." But even in these most turbulent of times, distinctive patterns can be discerned.
Abstract: Executive Overview It is widely believed that “careers and career opportunities are in pandemonium resulting from the progressive destabilization of relationships between people and organizations.”1 Downsizing, delayering, globalization, and new strategies have brought confusion and dislocation for individuals, and much coverage in the business press about the so-called “end of the career.” It is hard for someone being swept downstream in a fast-moving river to make sense of where they are. let alone where they're going.2 Yet even in these most turbulent of times, distinctive patterns can be discerned. For any given firm they may be different patterns from ten years ago, but they are still recognizably patterns. These patterns, or streams, as they are more appropriately called,3 can have a substantial impact on the way the firm does business and on the success with which its chosen strategy is implemented. There are career streams that are consistent with a firm's strategy and others that can throw it off...
TL;DR: In this paper, the authors reviewed the book "The Knowledge-Enabled Organization" by Daniel R. Tobin, which is a book about knowledge-enabled organizations and their applications.
Abstract: Executive Overview The article reviews the book ‘The Knowledge-Enabled Organization,’ by Daniel R. Tobin.