Configurations of Resources, Strategy, Structure and Environment in Young High-technology Firms: Evidence from Qualitative Comparative Analysis
TL;DR: In this paper, the traditional configuration approach uses some combinations of four domains, namely, environment, strategy, structure and leadership, for identifying organizational configurations. Responding to call, the authors proposed a call-based configuration approach.
Abstract: Traditional configuration approach uses some combinations of four domains, namely, environment, strategy, structure and leadership, for identifying organizational configurations. Responding to call...
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TL;DR: In this paper, the influence of supply chain relationships on supply chain resilience through empirically exploring the effects of trust, communication, commitment and cooperation on SC resilience and its further impact on the supply chain performance.
Abstract: The purpose of this study is to explore the influence of supply chain relationships on supply chain (SC) resilience through empirically exploring the effects of trust, communication, commitment and cooperation on SC resilience and its further impact on supply chain performance. We employed a cross-sectional survey through online mode for collecting perceptual responses from supply chain professionals. Using 155 completed responses, the study further analysed using SmartPLS to validate the proposed relationships. Findings suggest communication and cooperation as dominant enablers of SC resilience in the integrated model that explored the inter-relationships also among the proposed relational attributes. Also, SC resilience has positive performance implications. Alternate models were suggested to further explore the inter-play between communication, trust, commitment and cooperation and how the same influences the SC resilience. The study is the first to consider the inter-relationships among the relational...
27 citations
01 Jan 2017
Abstract: Studies in organization design have been ongoing in the field of management for many decades. All this while, there has been very little change in the structural contingency theory underpinning these studies (Burton & Obel, 2004). The interest in these studies is sustained by the significant contribution that organization structures make to organizational performance. The organization structure influences amongst other functions how power, roles and responsibilities are distributed, controlled, goals are achieved and how information flows throughout the organization. Thus, an appropriate organization structure is that which facilitates while an inappropriate one imbeds the attainment of the desired results (Robbin & DeCenzo, 2005). Since strategic planning involves determination of goals and objectives, it is easy to perceive why organization structure is often conceived after the strategy has been selected and the motivation behind sustained studies in strategy-structure relationship. The role of the decision-maker in the process of structuring organizations has been presumed by the proponents of the structural-contingency framework. Contingency variables such as strategy are all the important determinants of organization structure (Oliveira & Takahasi, 2012; Greenberg, 2011; Cole, 2004; Donaldson, 2001). Thus, the structural contingency framework assumes that the organization structure directly and logically responds to the demands of the strategy as one of the contingency factors thereby failing to take into account the role of the decision makers. But factors do not by themselves choose organization Abstract: The purpose of this study was to establish the influence of the decision maker on the relationship between strategy and organization structure. The study was informed by the apparent dearth of empirical evidence about the said relationships. Whereas the relationship between strategy and structure is rich in empirical data, the role of the decisionmaker in the process of structuring organizations has largely been underscored in theory that the process is neither necessarily logical nor objective. The main objective of the study was to establish the influence of the decision-maker on the relationship between strategy and organizational structure. The study was based on the cross-sectional survey targeting all manufacturing firms in Nairobi and its surrounding. Data was initially analysed by exploratory and confirmatory factor analysis tests, however, the final analysis was done using structural equation modelling. The findings established significant influence of strategy on organization structure. Further, the findings provided evidence that the decision maker has significant moderating effect on the relationship between strategy and organization structure in the manufacturing firms in Kenya. The study has thus yielded a high empirical validity for its theoretical model that was to establish; the moderating effect of the decision-maker in the relationship between strategy and organization structures. Accordingly, the assumption held within the structure-contingency model that the linkage between strategy and structure is logical and direct is no longer tenable.
5 citations
Cites background or result from "Configurations of Resources, Strate..."
...Several studies have found that the co-alignment between strategy, structure and environment is a necessary condition for firm performance (Chathoth, 2002; Chiyoge, 2009; Krishna & Shubhabrata, 2015)....
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...This finding is thus consistent with what many similar studies have found (Krishna & Shubhabrata 2015; Karani 2013; Yarmohammadzadeh et al, 2011; Chiyoge, 2009)....
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01 Jun 2016
2 citations
06 Oct 2021
TL;DR: In this paper, the authors explored the behavioral patterns of entrepreneurs, their cognitive styles and personality characteristics that can lead to a self-destructive chain of events during the transition from a fledgling business to one capable of long-term, profitable growth.
Abstract: This study aims to explore the behavioral patterns of entrepreneurs, their cognitive styles and personality characteristics that can lead to a self-destructive chain of events during the transition from a fledgling business to one capable of long-term, profitable growth. This study adopts the self-regulation attitude theory to uncover the reasons for premature start-up scaling, which will help founders to study on their cognitive biases, emotions and behaviors and make efforts to do what does not come naturally to them.,The respondents for this qualitative study were selected from a group of entrepreneurs with extensive experience with technology start-ups that have either failed or succeeded during their development stages. In-depth semi-structured interviews were conducted with eight participants, who were selected through snowball sampling, on the theme of understanding “How do premature scaling mistakes happen?”. Thematic analysis was used to unearth common themes.,The results of this study identified the following themes, “comparison,” “emotional over-reaction,” “impatience,” “mistaken customer priorities,” “overestimation” and “overconfidence,” which eventually leads to premature scaling. The underlying decision-making heuristics of entrepreneurs can be identified as engulfed in different cognitive biases and emotions resulting in negative behavioral patterns, as in the case of premature scaling. Of the six themes, “comparison,” “mistaken customer priorities,” “overestimation” and “overconfidence relates to cognitive bias” and “emotional over-reaction” and “impatience” relate to emotional factors.,The study was made possible with the support of the voluntary participants chosen by purposive and snowballing data sampling. The interviewee and interviewer biases could have also crept in as part of this qualitative approach. The study pertains only to start-ups in the information technology sector and further studies need to be done to generalize the results across industries as well.,This early-stage underestimation of unexpected obstacles in the entrepreneurship journey necessitates a focus on the entrepreneur too, as much as the concept. In these hectic and fast-paced circumstances, aspiring entrepreneurs must be taught how to deal objectively with themselves and others, as well as think strategically. Leaders who scale do so because they take purposeful measures to overcome their weaknesses through self-discipline, soliciting advice from others and using their right to change their attitude and points of view.,The study frames the new approach into the entrepreneurial literature, linking it to self-regulation attitude theory and adds to the nascent literature on neuroentrepreneurship which discuss entrepreneurial cognition, decision-making, and entrepreneurial behavior. This study attempted to explore the reasons behind the premature scaling of startups on an individual level. This study is pioneering in exploring the cognitive factors underlying an entrepreneur’s decision that results in premature scaling. This study provides insights for academicians, entrepreneurs and policymakers and helps understand the cognitive journey that leads to premature scaling.
2 citations
References
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TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
46,648 citations
"Configurations of Resources, Strate..." refers background in this paper
...Resource-based view assumes resource heterogeneity and immobility and attributes firms’ competitive advantage to resources exploitation by organizational readiness provided resources are valuable, rare, inimitable and non-substitutable (Barney, 1991)....
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TL;DR: In this article, a contingency framework for investigating the relationship between entrepreneurial orientation and firm performance is proposed. But the authors focus on the business domain and do not consider the economic domain.
Abstract: The primary purpose of this article is to clarify the nature of the entrepreneurial orientation (EO) construct and to propose a contingency framework for investigating the relationship between EO and firm performance. We first explore and refine the dimensions of EO and discuss the usefulness of viewing a firm's EO as a multidimensional construct. Then, drawing on examples from the EO-related contingencies literature, we suggest alternative models (moderating effects, mediating effects, independent effects, interaction effects) for testing the EO-performance relationship.
8,623 citations
"Configurations of Resources, Strate..." refers background in this paper
...Building on arguments provided by Cockburn, Henderson and Stern (2000) and Lumpkin and Dess (1996), Wiklund and Shepherd (2003, 2005) used entrepreneurial orientation (EO) as a ‘type of strategic orientation’....
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...EO refers to ‘the processes, practices, and decision making activities towards new entry’ (Lumpkin & Dess, 1996, p. 136)....
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TL;DR: In this paper, the authors address three questions: (1) Why are some organizations more market-oriented than others? (2) What effect does a market orientation have on employees and business performance? (3) D...
Abstract: This research addresses three questions: (1) Why are some organizations more market-oriented than others? (2) What effect does a market orientation have on employees and business performance? (3) D...
7,978 citations
"Configurations of Resources, Strate..." refers background or methods in this paper
...…and restructuring) 3 0.72 4.84 PD Miller (1988) Degree to the firm develops and introduces new products or services 3 0.72 4.84 Structure F Jaworski and Kohli (1993) Represents the degree to which rules define roles, authority relations, communications, norms and sanctions and…...
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...Measures Domain Dimension Adapted from Definition Items Cronbach’s Alpha Cut-off Environment MD Jaworski and Kohli (1993) The rate of change in the composition of customers and their preferences 5 0.77 4.6 CI The nature of competition 6 0.78 4.83 TD The rate of technological change 4 0.76…...
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TL;DR: Examines the strategic postures, competitive tactics, and organization structures of small manufacturing firms that are associated with high performance in both hostile and benign environments to suggest that entrepreneurial firms perform better in hostile environments, while small conservative firms perform best in more benign environments.
Abstract: This paper reports the results of a study designed to investigate the effective strategic responses to environmental hostility among small manufacturing firms. Data on environmental hostility, organization structure, strategic posture, competitive tactics, and financial performance were collected from 161 small manufacturers. Findings indicate that performance among small firms in hostile environments was positively related to an organic structure, an entrepreneurial strategic posture, and a competitive profile characterized by a long-term orientation, high product prices, and a concern for predicting industry trends. In benign environments, on the other hand, performance was positively related to a mechanistic structure, a conservative strategic posture, and a competitive profile characterized by conservative financial management and a short-term financial orientation, an emphasis on product refinement, and a willingness to rely heavily on single customers.
5,277 citations
"Configurations of Resources, Strate..." refers background in this paper
...…Keeley and Roure (1990) Number of top managers with at least one year experience in rapidly growing companies (>25% annual growth in sales) 1 – 3.5 EO Covin and Slevin (1989) The processes, practices and decision-making activities towards new product/market entry 9 0.78 5.11 Performance…...
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TL;DR: In this paper, the authors investigate the EO of small businesses and find that a main-effects-only analysis provides an incomplete picture of performance, and they find that when combined with EO (a three-way interaction model) the configurational approach explains variance in performance over and above a contingency model (two-way interactions) and a main effects-only model.
2,800 citations
"Configurations of Resources, Strate..." refers background in this paper
...Building on arguments provided by Cockburn, Henderson and Stern (2000) and Lumpkin and Dess (1996), Wiklund and Shepherd (2003, 2005) used entrepreneurial orientation (EO) as a ‘type of strategic orientation’....
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