Showing papers in "Long Range Planning in 2020"

TL;DR: In this article, the authors present a multi-level framework to show how interconnected barriers and drivers obstruct or enable sustainable business model innovation in large multinational corporations and answer a call to advance theoretical perspectives on SBMI.

TL;DR: Through a longitudinal, qualitative study of twelve multi-sided platforms that operate under challenging industry conditions, it is discovered that success in platform battles can plausibly be explained by a combination of complexity in the business model design, and the simultaneous use of innovation and imitation to create highly intricate systems of activities.

TL;DR: A strategy tool to map, analyze and design (i.e., model) innovation ecosystems and distill the constructs and relationships that capture how actors in an ecosystem interact in creating and capturing value is developed.

TL;DR: In this paper, a fuzzy-set qualitative comparative analysis (fsQCA) was performed on a sample of 222 small and medium-sized enterprises (SMEs) to find configurations of consistently high and low firm-level value capture.

TL;DR: In this paper, the authors developed and validated a scale measuring behavioral coopetition antecedents: strategic rationale and co-competitive mindset, and found that co-opetition is an intentional strategy, driven by a strategic rationale.

TL;DR: In this article, a more positive perspective on the opportunities of Lean Startup and highlight how it can enable continuous innovation and stakeholder engagement for novelty and impact, and suggest that novel business models can emerge during experimentation.

TL;DR: In this article, the authors discuss and critique the assumptions behind lean startup, specifically how the approach conceives of hypothesis development and startup experimentation, and argue that the prescriptions suggested by lean startup feature challenges and unintended consequences.

TL;DR: In this paper, the authors propose that for SMEs to achieve resilience, it is necessary that these companies are able to efficiently respond to the changing environments through ambidexterity and strategic consistency.

TL;DR: In this article, the authors investigated the organization design parameters surrounding CDOs and their digital transformation activities and showed how, once CDOs have been appointed, they need to be embedded in the organization by (vertically) anchoring them in the organisation's structure, depending on the firm's DT strategy and the CDO's task focus.

TL;DR: In this article, the authors investigate how and why paradoxical tension deteriorates co-competitive performance and when such debilitating effects can be managed by drawing on the notion of paradoxical relaxation.

TL;DR: In this paper, the impact of a focal firm's technological, market, and geographical overlap with coopetitors on its ability to generate breakthrough inventions was examined, and the authors found that these different dimensions of overlap and their interactions shape knowledge acquisition opportunities and knowledge leakage risks in coopetition.

TL;DR: In this article, the authors investigate the extent to which small and large firms differ when assessing the benefits and risks provided by competitors as partners in innovation, and find that co-ops differ significantly from large firms.

TL;DR: In this paper, the authors developed a contingency view regarding the relationship between co-opetition experience and firm profitability, as co-etition experience can enhance or hurt firm profitability and the internal abilities of firms to capitalize on experience are heterogeneous.

TL;DR: The authors focus on the micro-foundations of co-competition capability and ask: "where does co-copetition capability come from?" Drawing upon social psychology and cognitive theories, they seek to...

TL;DR: In this article, the authors characterize the nature of search as both ostensive and agentic, and suggest that search performance is idiosyncratic across individuals and highly dependent on decision makers' cognitive frameworks and social contexts.

TL;DR: In this paper, the authors show that the collaborative context within which the JV is embedded (i.e., prior interpartner ties) obviates the need for enhancing incomplete JV contracts ex post.

TL;DR: This article conducted a large-scale, empirical study of the emergence of the chief digital officer position, potential variations of this role, and the conditions under which firms choose to have this position.

TL;DR: In this article, the authors developed theoretical arguments on how the probability of a firm entering into shared markets is shaped by the complex interplay among the intensities of simultaneous competition and cooperation and test their ideas using longitudinal data covering 38,184 firm-market-year observations from the airline industry in Europe.

TL;DR: In this paper, the authors examine management teams' work in making fast strategic decisions under extreme time pressure, focusing on affective reactions as behavioural responses to business disruptions due to unforeseen events.

TL;DR: This paper found that formal structural drivers and informal contextual drivers of ambidexterity do not demonstrate complementarity, as generally assumed, but rather act at cross-purposes with each other, and behaviorally complex executives (those with the ability to think and act ambidextrously) appear to render the effects of the other two drivers relatively unimportant.

TL;DR: In this paper, a framework that explains when the imitation of business models from other industries increases new venture growth was developed and tested using resource orchestration theory, and it was shown that extra-industry business model imitation enhances growth when extra industry business models are bundled together with novel technologies and when founders possess the necessary industry experience to orchestrate these resource combinations effectively.

TL;DR: In this paper, the authors draw on the upper echelons literature to advance a contingent account of the factors that differentiate well-functioning and dysfunctional TMTs, focusing on the psychological context surrounding the TMT, they theorize that cognitive consensus, power decentralization, and behavioral integration are key generative mechanisms that enable TMT to countermand the potentially deleterious consequences of political behavior.

TL;DR: In this article, the authors develop and test an argument that the ways managers engage with stakeholders to co-create value result in the stakeholder's strategic importance having more influence than power in the value distribution decision.

TL;DR: The authors examined how board gender and racial diversity impact corporate divestitures and found that board gender diversity increased divestiture returns, while racial diversity was associated with lower divestitures returns, and argued that diverse boards likely exchange a greater variety of information, engage in more thorough discussions, and implement greater oversight of divestitures.

TL;DR: In this article, the authors investigated how time constraints and emotions interact and impact the quality of strategic decisions and found that managers in a neutral emotional state under low time constraints made better original strategic choices than managers in high time constraints.

TL;DR: In this article, the owners of a family firm can take an active resource role in triggering and supporting change, and by balancing the disruption through bridging the firm's new direction with the past.

TL;DR: In this paper, the authors explore the phenomenon that corporations' commercial-logic business models increasingly embed responsibilitylogic patterns: The proverbial leopards' spots and find distinct responsibility patterns, uniquely combined in four distinct types of responsibility business model artefacts.

TL;DR: In this paper, the authors investigate the effect of modular product architectures, effective customer toolkits, and flexible automation on the manufacturer's probability of survival over a four-year time horizon.