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1 – 10 of 23Robin Pesch and Ricarda B. Bouncken
While previous studies have primarily assumed dysfunctional effects of cultural distance in joint ventures and M&A, this paper elucidates from a positive organizational…
Abstract
Purpose
While previous studies have primarily assumed dysfunctional effects of cultural distance in joint ventures and M&A, this paper elucidates from a positive organizational scholarship perspective how perceived cultural distance can advance firms’ new product development within non-equity alliances. The purpose of this paper is to explain how perceived cultural distance stimulates task discourse that supports alliance partners’ employees in recognizing and applying culture-related differences as complementary problem-solving potentials. Due to a lower integration level in non-equity alliances compared to joint ventures or M&A, this paper assumes that the positive effects outweigh the negative effects of cultural distance.
Design/methodology/approach
This study applies structural equation modeling to test the hypothesized effects on a sample of 246 international alliances in the manufacturing industry.
Findings
The analysis mainly supports the hypothesized model and unravels how positive effects can emerge from perceived cultural distance.
Practical implications
The findings provide managerial implications. Alliance managers should note that cultural distance can have positive and negative effects, and thus it is not a barrier per se in alliances. Firms can benefit from cultural distance if they are able to leverage culture-specific complementarities through task discourse among partners in alliances.
Originality/value
The manuscript uses a unique data set of 246 international alliances from the global manufacturing industry. The manuscript has not been published elsewhere.
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Keywords
Katharina Schröder, Victor Tiberius, Ricarda B. Bouncken and Sascha Kraus
Strategic entrepreneurship (SE) depicts the nexus of strategic management and entrepreneurship, suggesting that firms can create superior wealth when simultaneously pursuing…
Abstract
Purpose
Strategic entrepreneurship (SE) depicts the nexus of strategic management and entrepreneurship, suggesting that firms can create superior wealth when simultaneously pursuing advantage-seeking and opportunity-seeking behavior. As the rapid growth in SE research led to a multidisciplinary, scattered and fragmented literature landscape, the authors aim to structure this research field.
Design/methodology/approach
The authors employ a bibliographic coupling and literature review of the strategic entrepreneurship research field.
Findings
The authors identify and describe five major research streams with 15 sub-themes in recent SE research. Based on our findings, the authors propose an integrated research framework and research gaps for future research.
Originality/value
To the authors’ knowledge, this is the first review on SE based on a bibliographic coupling.
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S. Alireza Alerasoul, Giovanna Afeltra, Ricarda B. Bouncken and Henri Hakala
The purpose of this study is to identify groups of manufacturing firms having different combinations of strategic orientation (market and technology orientations) and compare the…
Abstract
Purpose
The purpose of this study is to identify groups of manufacturing firms having different combinations of strategic orientation (market and technology orientations) and compare the viable groups for differences in their sustainable innovation (SI) performance.
Design/methodology/approach
A sample of 373 Italian manufacturing firms is clustered (using non-hierarchical cluster analysis) based on their combinations of market orientation (MO) and technology orientation (TO). Subsequently, the one-way between-groups analysis of variance (ANOVA) with post-hoc tests is conducted to detect how the resulting groups differ in their SI performance.
Findings
The synergistic co-alignment of TO with both dimensions of MO (i.e. responsive and proactive) can help firms enhance their performance regarding SI. Amongst the groups of manufacturing firms identified in the context of this research, ‘future-oriented entrepreneurs’ appear to represent the strongest combination of MO with TO, leading them to achieve higher levels of SI performance.
Research limitations/implications
This study, by referring to a survey-based empirical study of manufacturing firms in Italy, extends the literature by arguing that higher levels of balanced TO–MO results in greater SI performance. To confirm and extend the results of this work, future research should assess the examined combinations of orientations in other contexts, and with respect to other performance variables (e.g. sustainable entrepreneurship).
Practical implications
By recognizing the real value of foresight practices, manufacturing firms should be equipped with organizational capabilities that enable them to systematically predict potential discontinuities, explore the future and simultaneously maximize their innovation and technology capacity. The findings of this research provide insights to managers on how to invest in resources linked to different configurations of MO and TO so that they can lead to the improvement of sustainability-oriented innovation performance.
Originality/value
This work represents a first attempt to explore the viable combinations of MO (including responsive and proactive dimensions) with TO in the manufacturing context, and to investigate how these combinations contribute to different levels of SI performance.
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