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Long Range Planning
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#1Maria Lusiani (Ca' Foscari University of Venice)H-Index: 5
#2Ann Langley (HEC Montréal)H-Index: 38
Abstract The construction of “strategic coherence,” defined as the development of a system of mutually compatible meanings among organization members about desirable organizational directions, is clearly a crucial issue for organizations. Yet, how to achieve it is in part an open question. While previous studies have considered how strategic coherence may emerge across top levels of management through strategic planning activities and negotiations among senior leaders, we know much less about th...
#1Mark van Rijmenam (UTS: University of Technology, Sydney)
Last.Mary-Anne Williams (UTS: University of Technology, Sydney)H-Index: 18
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Abstract In order for organisations to remain competitive in times of ambiguity and uncertainty, there is a need to detect and anticipate unknown unknowns, also called ‘black swans’. When these are ignored they may lead to competitive struggles. In this paper, we build on this view and suggest that big data analytics can provide necessary insights to help change strategy making. Research suggests that ambidextrous organisations should focus on developing and maintaining their dynamic capabilitie...
#1Stephan von Delft (Glas.: University of Glasgow)H-Index: 3
#2Sebastian Kortmann (UvA: University of Amsterdam)H-Index: 4
Last.Niccolò Pisani (UvA: University of Amsterdam)H-Index: 5
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Abstract This article explores 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. Considering the implications of an ever-increasing fragmentation of global value chains and the associated dispersion of global knowledge sources, we propose that supply chain partners at foreign locations can provide valuable knowledge that incumbents can leverage ...
#1Minna Logemann (CUNY: City University of New York)H-Index: 2
#2Rebecca Piekkari (Aalto University)H-Index: 23
Last.Joep Cornelissen (EUR: Erasmus University Rotterdam)H-Index: 33
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Abstract Managers leading strategic change processes have to be skilled language users in order to convince others of the necessity of change and to shape the interpretations of their followers in a preferred direction. This paper asks how and why managers employ certain forms of language in their sensegiving during strategic change, and when these managers are effective in their language use to change the sensemaking of others in the organization. On the basis of a longitudinal case study of a ...
#1Riccardo Vecchiato (Kingston Business School)H-Index: 9
Abstract We explore how scenario planning contributes to cognitive dynamics and strategic investment decisions in a changing environment. Our research is based on an in-depth, longitudinal case study of Shell's ventures in Russia between 1994 and 2016. We show that Shell's scenarios did not foresee some major events that occurred in the turbulent Russian energy market. However, the scenarios envisaged the rising role of gas, the strategic relevance of the gas transportation infrastructure, and t...
#1Dinesh N. Iyer (RU: Rutgers University)H-Index: 2
#2Massimo Baù (Jönköping University)H-Index: 5
Last.Thomas H. Brush (Purdue University)H-Index: 15
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Abstract Research on problemistic search has assumed negative attainment discrepancy to be the trigger of both local and distant search. Extending this research, we present and compare two additional triggers: (1) relative attainment discrepancy, which reflects how much a firm's attainment discrepancy deviates from its past negative attainment discrepancies; and (2) persistent attainment discrepancy, which reflects how often the firm experiences below-aspirations performance. Our triggers for di...
#1Jianyun Tang (MUN: Memorial University of Newfoundland)
Abstract Although a CEO is assumed to be the most powerful executive in the top management team (TMT), this assumption does not always hold. In this study, I focus on the largely ignored phenomenon of hamstrung CEOs, defined as CEOs with very low power—more specifically, CEOs who are not the most powerful TMT member. With a sample from the U.S. computer hardware industry, I found that hamstrung CEOs were negatively associated with firm performance, and that the negative association was especiall...
#1Rachel BocquetH-Index: 6
#2Christian Le BasH-Index: 13
Last.Nicolas PoussingH-Index: 8
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Abstract Both corporate social responsibility and diversity influence firms' innovation, yet their relationship and links to innovation remain uncertain, especially among small to medium-sized enterprises. Relying on strategic and institutional CSR perspectives and a value-in-diversity approach, this study examines the mediating roles of gender and nationality diversity on the CSR–innovation link at the organizational level. With a sample of 1348 SMEs from Luxembourg, the results show that strat...
#2Joris Knoben (Radboud University Nijmegen)H-Index: 14
Last.P.A.M. Vermeulen (Radboud University Nijmegen)H-Index: 17
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