Showing papers in "Long Range Planning in 2019"

TL;DR: It is revealed that digital transformation is an ongoing process of using new digital technologies in everyday organizational life, which recognizes agility as the core mechanism for the strategic renewal of an organization's business model, collaborative approach, and eventually the culture.

TL;DR: In this paper, the authors find that established firms predominantly rely on several external sources (broad external search) when introducing new business models, on internal and external sources with high intensity (deep search), and on broad and deep external search when innovating products.

TL;DR: In this paper, the authors explore the characteristics of social businesses from a business model perspective, and propose four value drivers of social business models: responsible efficiency, impact complementarities, shared values, and integration novelties.

TL;DR: In this article, the authors examined the post-acquisition integration process in a company faced with an unanticipated drop in demand due to the global economic crisis and found that integration is embedded in a set of co-evolving processes.

TL;DR: In this paper, the mediating roles of gender and nationality diversity on the CSR-innovation link at the organizational level were examined, and the results showed that strategic CSR can promote both types of diversity, but only nationality diversity triggers technological innovation.

TL;DR: In this paper, the effect of the professional, technical and relational background (human and social capital) of outside directors on promoting firm CSR disclosure was analyzed, and it was shown that powerful CEOs have the incentive to promote CSR-related strategies and to convince business experts and support specialist directors to enhance profitable sustainability strategies and transparency in CSR reporting.

TL;DR: In this paper, the authors examined the non-linear effect of each individual dimension of entrepreneurial orientation (i.e., innovativeness, proactiveness, and risk-taking) on firm performance in the context of a transitional, collectivist economy.

TL;DR: This paper developed a conceptual scaffold of an actor-network perspective: value logics become programs of action as they are embodied in human actors' cognition and inscribed into artefacts, forming actor networks that enact business model activity systems.

TL;DR: It is suggested that big data analytics can provide necessary insights to help change strategy making and six propositions about the relationships between the levels of data analytics capabilities and strategic dynamic capabilities are offered.

TL;DR: This paper found that top management teams with a specific set of attention patterns are more likely to develop performance-enhancing business models (BMs) and that over time, TMTs attention patterns shift and cause changes in BM designs.

TL;DR: In this article, the authors examine how gender diversity on boards of directors affects investment in research and development (R&D), thereby providing the platform for future ambidexterity of the organization.

TL;DR: It is suggested that ostensive and performative routine aspects explain the way in which dynamic capabilities work in modifying operational capabilities.

TL;DR: Wang et al. as mentioned in this paper presented a case analysis of a novel supply chain financing model instigated and implemented by China's Sichuan Telecom (ST) to help supply chain partners overcome institutional voids in their environments.

TL;DR: In this article, the authors address the lack of knowledge about subsidiary manager behavior by answering the following question: How does headquarters involvement influence the proactive behavior of subsidiary managers to push for new and innovative ideas?

TL;DR: In this paper, the authors introduce the term ambidexterity penetration, which refers to the enactment of ambideXterity across multiple organizational levels and develop a conceptual framework about how it is practiced (horizontally, vertically and organizationally).

TL;DR: The authors conducted a qualitative content analysis of interviews with sustainability managers, as well as archival documents and found that all companies, regardless of their sustainability logic, encounter tensions in the practice of sustainability, and that companies following market-led logic tended to consider a narrow scope of stakeholder interests in their sustainability decision-making.

TL;DR: In this paper, the authors explore the concept of leveraging global knowledge for business model innovation, whereby knowledge is transferred across space and firm boundaries for the reconfiguration of an incumbent firm's business model.

TL;DR: The findings show that interactive PPS capabilities function according to the salient tenets of the dynamic capabilities logic, and clarify the beneficial roles of formal cybernetic control systems and the intertwined involvement of top and middle managers in using dynamic capabilities.

TL;DR: In this article, a case study of a European multinational corporation showed that managers were effective in their sense-gathering when they combined framing and narratives, and that these two forms of language supported each other by amplifying the overall effect on organizational sense-making.

TL;DR: Wang et al. as mentioned in this paper conducted a qualitative case study analysis of eleven newly internationalised Chinese small and medium-sized family firms that had recently undergone a succession from the first to the second generation.

TL;DR: In this article, the authors present and compare two additional trigge-based methods for local and distant search, and compare them with negative attainment discrepancy as the trigger of local search.

TL;DR: In this article, the authors explore how scenario planning contributes to cognitive dynamics and strategic investment decisions in a changing environment, based on an in-depth, longitudinal case study of Shell's ventures in Russia between 1994 and 2016.

TL;DR: In this paper, the authors consider how formal structural change affects senior managers' ability to maintain their intraorganizational networks and find that network ties that are highly embedded in the social structure are more likely to be affected by change in the formal structure.

TL;DR: In this article, the authors differentiate between three types of frugality-based advantages based on the external constraints they solve: (1) Input Frugality based advantage, which is the result of addressing restrictions in the provision of inputs needed for the production process; (2) Income Frugal-based advantage which is driven by solving limitations in the income of consumers; and (3) Infrastructure FrugAL-Based advantage which was the outcome of resolving constraints in the hard and soft infrastructure of the country.

TL;DR: In this paper, the role played by resource utilization levels as a driver of alliance portfolio evolution over time is analyzed. And the authors also emphasize that optimized resource utilization is a key driver of resource-structuring efforts in firms.

TL;DR: In this article, the authors studied the knowledge recombination patterns of inventors in the context of a merger between two equally sized pharmaceutical firms and found that mergers focus inventors' attention to units of knowledge originating in the other firm and therefore, inventors will choose to recombine more of this knowledge, which exists in their intra-firm network, following a merger.

TL;DR: In this paper, the authors propose two key drivers of firms' social postures and derive from this analysis a novel typology of corporate social performance (CSP) profiles, which reflect different opportunities and risks for stakeholder management.

TL;DR: In this article, dual theoretical explanations from legitimacy and neo-institutional theory are combined to examine how decision-making for corporate community responsibility (CCR) occurs across ten subsidiaries operating in Sri Lanka.

TL;DR: In this article, the authors examine how this tension affects the sustainability performance of firms taking part in partnerships for sustainability in developing countries and find that if partners hold different frames and belong to different sectors, a firm's sustainability performance improves first due to learning from diversity but after a turning point decreases from a lack of unity.