Showing papers in "Long Range Planning in 2008"

TL;DR: In this paper, the authors investigate how firms make use of open source communities, and how that use is associated with their business models, focusing on accessing, aligning and assimilating.

TL;DR: In this paper, the authors found that learning from failures is an important facilitator of preparedness for both present and prospective crises and that high-performing organizations reported higher levels of crisis-preparedness.

TL;DR: In this paper, a case study of a successful serial entrepreneur and two international new ventures he founded leads the authors to propose three entrepreneurial capabilities that are particularly important for successful international new venture creation: international opportunity identification, institutional bridging, and a capacity and preference for cross-cultural collaboration.

TL;DR: The history and evolution of strategic planning practices at General Electric Company (GE) during six CEO regimes: Wilson, Cordiner, Borch, Jones, Welch and Immelt as discussed by the authors.

TL;DR: In this article, the authors present a process model of balanced structural designs, which provides insights into the structural solutions that may be most appropriate given the requirements of specific situations, and four general design rules are presented to support practitioners in the successful execution of balanced structures.

TL;DR: In this paper, the authors present an approach to strategizing through a process of crafting embodied metaphors -physical constructions that can be touched, moved, examined from various angles and serve as engaging occasions for sense making.

TL;DR: In this article, the authors put forward the idea of total risk management as the ability to respond to market factors beyond management control so as to stabilise corporate earnings, which will lead to enhanced trust by investors and stakeholders and result in enhanced performance.

TL;DR: In this article, the authors examine how firms can construct their alliance portfolio to obtain higher rates of innovation and suggest the development of a dual alliance network structure, made up of both cohesive and sparse alliances, as the normative ideal for innovation.

TL;DR: Mintzberg as discussed by the authors argued that there are still many important roles for strategic planning, for instance inprogramming strategy, in feeding-in analysis and hard data, and stimulating strategic thinking within the organisation.

TL;DR: In this article, the authors show empirically that strategic plans may contribute to the emergence of new strategies, and not just to programming of predefined strategies, thanks to a novel approach to planning, in which the analyst opens strategic plans, reads their contents and studies how business actors use them.

TL;DR: In this article, the authors compare project-based work in a capital goods manufacturer and an architectural firm and find that visual representations are used extensively in both cases, but the nature of visual practice differs significantly between the two.

TL;DR: In this paper, a semi-grounded analysis of the process of change of leading international firms in the fashion industry is presented, highlighting two different approaches to search: a design-driven search and a market-driven one.

TL;DR: In this article, the authors examined the challenges associated with managing projects that are distributed across time, space and organizations, a common, though under-researched, feature of innovation in numerous high-technology domains including biomedicine.

TL;DR: In this article, the authors examined how the fit between the creation of technological and market knowledge and important project management characteristics, i.e., project autonomy and completion criteria, influenced the success of new business development (NBD) projects.

TL;DR: In this article, the authors show that an upfront, clear definition of the purpose for the planning process has a major say in the ultimate outcomes that the firm reaches, and that active participation in the process can contribute to middle managers' awareness of key principles, issues and goals.

TL;DR: Strategic Planning Champions : Social Craftspersons, Artful Interpreters and Known Strangers as mentioned in this paper, who are social craftspers, artful interpreters and known strangers.

TL;DR: In this article, the authors identify the key people involved in making and implementing the big decisions that set the strategic direction for a firm, and who among them wields the most influence.

TL;DR: In this paper, the authors argue that one explanation for the disappointing results is the leakage of shareholder value in the post-merger integration processes, and suggest a number of practical steps organisations can take to resolve each of these leakages.

TL;DR: An approach that measures technological and Marketing capabilities in an integrated fashion, identifies core capabilities, explores their interrelationships and provides guidance for a dynamic technological and marketing strategy is proposed.

TL;DR: It is argued that recent insights in psychology and cognitive science support and extend GTD’s recommendations, and an extension of GTD is proposed to support collaborative work, inspired by the concept of stigmergy.

TL;DR: In this paper, the authors argue that projects interact with the organisation's knowledge base primarily through three key activities: (a) mobilising knowledge that is needed to meet project objectives; (b) creating knowledge within and through the project; and (c) integrating knowledge during the project.

TL;DR: This article analyzed the global production of business research by examining the system of written outputs using one of the largest databases of journal papers ever assembled, covering over 65,000 articles produced by more than 54,000 authors from over 8,000 different institutions across the period 1992-2005.

TL;DR: A recent strategy by EMI Music to use projects for organizing the launch of promising new releases onto the music market is analyzed, illustrating how projects assist in integrating marketing and creative people in a purposeful way, and disseminating the consequential learning across initiatives.

TL;DR: In this article, the authors adopt a strategy as practice perspective and examine decision making processes at leading venture capital firms in Boston and Silicon Valley, finding that some leading firms use deliberately emergent strategies, consistent with other empirical studies of strategizing in turbulent environments.

TL;DR: The future of management is more likely to involve the extension of existing management principles and practices to embrace higher levels of complexity accompanied by greater reliance upon informal structures and systems, including self-organization as mentioned in this paper.

TL;DR: In this paper, the authors describe a model that sheds light on the mechanism by which many technological discontinuities occur, and use this model to explain a number of technological discontinuity in the semiconductor, computer and other industries in the IT sector.

TL;DR: In this article, the authors investigate creativity in a large UK supermarket retailer undergoing major change and transformation and reveal four domains of contestation that characterise the practice of creativity: intrinsic-extrinsic motivation; pleasure-control; organisational politics; and personal-corporate morality.

TL;DR: In this article, the authors present five guiding questions that can help identify and correct gaps in managers' mental models of their organizations, in order to enable them to move their organizations in the desired direction.

TL;DR: In this paper, an executive producer in the independent film industry imparts some of his lessons learned to new entrants in a process that is as idiosyncratic as each individual film producer, who follows his or her own path towards attempting to achieve a successful project.

TL;DR: Innovation is often perceived as an unmanageable phenomenon as mentioned in this paper, where bets are placed on new products with the hope that a few winners will compensate for the many losers, while sophisticated selection procedures impose a certain discipline and provide guidance for containing costly errors.