Strategy and Perfomance: Achieving Competitive Advantage in the Global Marketplace PDF
Preview Strategy and Perfomance: Achieving Competitive Advantage in the Global Marketplace
Strategy and Performance Achieving Competitive Advantage in the Global Marketplace Edited by Abby Ghobadian, Nicholas O’Regan, David Gallear and Howard Viney Strategy and Performance This page intentionally left blank Strategy and Performance Achieving Competitive Advantage in the Global Marketplace Edited by Abby Ghobadian,Nicholas O’Regan, David Gallear and Howard Viney Centre for Interdisciplinary Strategic Management Research Middlesex University Business School London Selection and editorial matter © Abby Ghobadian,Nicholas O’Regan, David Gallear and Howard Viney 2004 Foreword © Paul Spence 2004 Individual chapters © the contributors 2004 All rights reserved.No reproduction,copy or transmission of this publication may be made without written permission. No paragraph of this publication may be reproduced,copied or transmitted save with written permission or in accordance with the provisions of the Copyright,Designs and Patents Act 1988,or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency,90 Tottenham Court Road,London W1T 4LP. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2004 by PALGRAVE MACMILLAN Houndmills,Basingstoke,Hampshire RG21 6XS and 175 Fifth Avenue,New York,N.Y.10010 Companies and representatives throughout the world PALGRAVE MACMILLAN is the global academic imprint of the Palgrave Macmillan division of St.Martin’s Press,LLC and of Palgrave Macmillan Ltd. Macmillan® is a registered trademark in the United States,United Kingdom and other countries.Palgrave is a registered trademark in the European Union and other countries. ISBN 1–4039–1618–7 This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources. A catalogue record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Strategy and performance:achieving competitive advantage in the global marketplace/edited by A.Ghobadian ...[et al.]. p.cm. Includes bibliographical references and index. ISBN 1–4039–1618–7 (cloth) 1.Strategic planning.2.Organizational change.3.Industrial organization. 4.Technological innovations – Management.5.Competition,International. 6.Globalization – Economic aspects.I.Ghobadian,Abby,1951– HD30.28.S7382 2004 658.4(cid:2)012—dc22 2003058123 10 9 8 7 6 5 4 3 2 1 13 12 11 10 09 08 07 06 05 04 Printed and bound in Great Britain by Antony Rowe Ltd,Chippenham and Eastbourne Contents List of Tables and Figures x Foreword by Paul Spence xii Acknowledgements xiii List of Contributors xiv 1 Creating Value in the New Competitive Landscape Abby Ghobadian, Nicholas O’Regan, 1 Howard Viney and David Gallear Introduction 1 Strategy: dealing with increasing complexity 3 References 7 Part I Competing in the Global Marketplace 2 Developing and Managing Strategic Alliances, Building Social Capital and Creating Value Michael A. Hitt, R. Duane Ireland and Michael D. Santoro 13 Abstract 13 Introduction 13 Developing and managing strategic alliances as a critical managerial capability 16 Alliance scope definition 18 Partner selection 18 Resource configuration, optimization and exploitation 20 Social capital 21 Value creation 25 Conclusion 28 References 30 3 Towards a Theory of Multinational Enterprises and the Civil Society Alan M. Rugman and Alain Verbeke 35 Abstract 35 Introduction 35 v vi Contents The World Trade Organization: contrasting perspectives 37 The civil society and globalization 40 The political economy of civil society 44 Towards a theory of MNEs and civil society 47 Multinationals and civil society: managing external stakeholders 48 Conclusion 51 References 52 Part II Changing Industry Configuration 4 Building versus Acquiring Resources:Analysis and Application to Learning Theory Jay B. Barney and Tony W. Tong 57 Abstract 57 Introduction 57 Resource-based theory of economic rents 59 Resource-based theory of competitive advantage 63 Organizational learning theory 66 Conclusion 76 References 77 5 Better Constructs for Analysis and Management of Firm Competence Paul J. Knott 82 Abstract 82 Introduction 82 Application of competence perspectives 83 Empirical basis 85 Observed character of competence 88 Delineation of the competence construct 90 Explanation of the rigidity problem 92 Application of the conceptual scheme 94 Conclusion 95 References 96 6 Intangible Resources and Export Marketing Strategy as Determinants of Export Performance:An Empirical Analysis from the Resource-based View Alex Rialp-Criado, Josep Rialp-Criado, Catherine N. Axinn and Sharon Thach 98 Abstract 98 Introduction 98 Contents vii General theoretical framework: the resource-based view 100 The model and hypotheses 105 Research methodology 106 Results 116 Discussion 123 Conclusion 125 Notes 126 References 127 7 Strategic Planning:The Key to Enhanced Performance? Nicholas O’Regan and Abby Ghobadian 132 Abstract 132 Introduction 133 Operationalizing the strategic planning process 138 Performance measurement 140 Methodology 141 Response 144 Analysis 146 Discussion 151 The operating environment 152 Conclusion 156 Note 157 References 158 Part III Organizational Change 8 Understanding the HR Strategies of the 1990s Craig R. Littler 165 Abstract 165 Introduction: were the 1990s a transformation decade? 165 Shifts in strategic assumptions 167 Downsizing/delayering (DS/DL) Model 168 Work intensification for managers and professionals 176 Teams as heroes 177 Power-shifting 178 Conclusions – the lessons of the 1990s 179 Notes 180 References 181 9 Managing in Times of Change:Avoiding Management Myopia Malcolm Goodman 185 Abstract 185 Introduction 185 viii Contents Key questions 187 Methodology 188 Data analysis 192 Findings 199 References 201 10 Understanding Inertia:Developing a Multi-disciplinary Perspective? Audley Genus 203 Abstract 203 Introduction 203 Ecological/institutional and industry organization economic (IO) theories of inertia 204 Intra-organizational research on inertia 208 Cognitive approaches to the explanation of inertia 211 Discussion and conclusion: a multi-disciplinary approach to analyzing inertia? 213 References 216 Part IV Managing Technological Change 11 A Dynamic Resource-based View of the Interaction between Technological Resources,Corporate Diversification and Performance Francisco Javier Forcadell 223 Abstract 223 Introduction 223 Dynamic interaction between technological resources and corporate diversification 226 Technological resources, corporate diversification, and performance 234 Conclusion 239 Notes 240 References 241 Part V Innovation 12 Developing a Compass to Navigate the Innovation Journey Zoe J. Radnor, Hannah Noke and Tudor Rickards 251 Abstract 251 Introduction 251 Contents ix Methodology 253 The innovation compass 254 Background to case studies 256 Research findings 257 Conclusion 265 References 267 13 Leadership and Innovation:Surfacing Synergies among Constructs and Theories Elisabeth Wilson-Evered, Charmine Härtel and Matthew Neale 268 Abstract 268 Introduction 268 Theory of group innovation 269 Measuring group innovation 269 Climate for innovation 270 Group innovation 270 Leadership and innovation 272 Integrating active and passive leadership styles 273 Summary of research on leadership and innovation 275 Methodology 277 Group level agreement 278 Results 279 Discussion 281 References 283 Part VI Conclusion 14 Strategic Management:Its Development and Future Directions Howard Thomas 289 Introduction 289 The academic literature of strategy 290 What are the critical academic ideas and influences in strategy research? 295 Future research in strategic management 299 References 302 Index 309
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