A Co-evolutionary Perspective on International Strategy
|
|
- Agnes Peters
- 8 years ago
- Views:
Transcription
1 A Co-evolutionary Perspective on International Strategy Julia L. Lin I-Shou University I-Pin Lu I-Shou University Shih-Chieh Fang National Cheng-Kung University Abstract This study aims to illustrate and identify the internal and external factors affecting firm s strategic choice of international strategy. To fulfill this objective, we incorporate co-evolutionary approach to advance our understanding on how firms interact and influence mutually with their environments. This study, based on the co-evolutionary perspective, propose and examine a relatively comprehensive model of the development of firms with the focus on their international strategies. With a focus on the co-evolution, we purpose two types of international strategies- global strategy and multi-focal strategy to remove or reduce the constraints from the environment. It is hoped that the results and findings of this study will advance the theoretical contributions of the development and strategic behaviors of firms, and provide insightful applications to business practices. Key words: co-evolutionary perspective; international strategy INTRODUCION Firms are not autonomous entities, but embedded in networks of cooperative or competitive relationships (Galaskiewicz & Zaheer, 1999; Granovetter, 1985; Gulati, 1998; Gulati, Nohria & Zaheer, 2000) which profoundly influence their behaviors. From the system theory perspective, it is perfect that the firm becomes a closed-system of logic. It means the 1
2 system contains relevant variables, and just relevant variable. The system excluded all other influences / exogenous variables. However, firms never conform to closed-system logic but demands the logic of an open-system, namely all activities are embedded in and independent the activities which are open to the environment elements (Thompson,1967). According to the arguments from Thompson (1967), the environment refers to everything else. To adopt the concept of task environment used by Dill (1958) composed for four major sectors: (1)customers (both distributor and users); (2)supplier of material, labor capital equipment and work space ;(3) competitors for both markets and resources ; and (4) regulatory groups, including governmental agencies, unions, and inter-firm association. In other words, the actions of a firm must depend on the internal capability but also the external environment factors. Totally speaking, the evolution of organizations cannot be understood independently from the simultaneous evolution of the environment (McKelvey, 1997). Most strategy researchers agree that the environment is central to a firm's existence, and acknowledge that there is indeed a close relationship between strategic or organizational choices and the characteristics of an organization's environment (Aldrich, 1979; Lawrence & Lorsch, 1967; Rumelt, 1974). Aldrich and Pfeffer (1976) argue that managerial choice may be several constrained by some environment and that managers must correctly perceive the nature and dictates of the environment. Over the last two decades, a key premise of the academic management literature is that a successful firm s strategy and structure should 2
3 favorably align the business with its environment. However, change is not merely an outcome of managerial adaptation or environmental selection but rather the joint outcome of intentionality and environmental effects. We believe that single theme explanations of the adaptation selection phenomenon have limitation and it should to consider joint outcomes of intentional adaptation and environmental selection pressures. With a few exceptions researchers have tended not to address the interrelationship between firm-level adaptation and population-level selection. Co-evolutionary perspective includes the premise that adaptation and selection are not orthogonal forces but are fundamentally interrelated (Volberda, 2003). A co-evolutionary perspective assumes that change may occur in all interacting populations of organizations, permitting change to be driven by both direct interactions and feedback from rest of system. Hence, our research question in this paper attempts to understand how and why organizations remove or reduce contingencies positively with co-evolutionary theory instead of adapting and selection from the contingencies passively THEORY PERSPECTIVE AND LITERATURE REVIEW The rationale of co-evolutionary perspective Recently, Co-evolutionary perspective have seen an increase in studies of understanding the dynamic nature between organizations and their environment ( Lewin & Volberda, 1999; Baum, 1999; Lewin, Long& Carroll, 1999; Mukherji & Hurtado,2001; Rodrigues & 3
4 Child,2003; Karademi, &Danisman, 2007; Mukherji, Mukherji, J& Hurtado, 2008). Co-evolution is identified as joint outcome of managerial intentionality, environment, and institutional effects (Lewin & Volberda, 1999). Consistent with this definition, organizations, their populations, and their environments are considered as interdependent outcomes of managerial actions, institutional influences, and extra-institutional changes (Lewin & Volberda, 1999). In essence, co-evolutionary perspective provides a new framework to the debate in organization theory whether patterns of organizational attributes and relationships are formed by environmental determinism or management adaptation. Instead, the dynamic nature of organizational change and renewal are accounted by concurrent operating of adaptation and selection (Flier, Van Den Bosch& Volberda, 2003). Adaptation and selection are not wholly opposing forces but are fundamentally interrelated and co-evolving. In this light, co-evolutionary approach stresses that organizational and environmental dynamics and circumstances are forged from their reciprocal interactions. Thus, causes and effects of interaction among organizations and their environments over time have been the main emphasis in the studies from co-evolutionary perspective (Flier et al., 2003). Indeed, co-evolutionary framework indicates that organizational forms and practices have their genesis in a particular set of social and political circumstances forged from the interaction of both exogenous and endogenous influences (Carney & Gedajlovic, 2002). Thus, co-evolutionary perspective involves varying levels of analysis from the micro level to macro 4
5 level, as reciprocal interactions are the focal point. While micro co-evolution refers to co-evolution within firms, macro co-evolution takes place between firms and their niche (McKelvey, 1997). Interactions of influences between different levels are a key phenomenon to be studied in co-evolutionary research (Flier et al., 2003; Lewin & Volberda, 1999). Being embedded in an institutional environment, competitive environment, and firm resources, interactions of influences generate certain mechanisms that drive specific co-evolutionary patterns. Thus, co-evolutionary theory requires researchers to focus on dynamic interrelationships between organizations and their environments, putting a strong emphasis on institutional and market mechanisms in particular as well as on organizational mechanisms (Baum & Singh, 1994). Consistently, the co-evolutions of institutions, markets, and firm resources that drive strategic choices at both macro and micro levels over time have been the focal point among the researchers of co-evolutionary theory (Carney & Gedajlovic, 2002;). A large body of research provides a single lens for accounting organizational strategies and actions. For instance, institutional theorists view political, normative, cultural and institutional pressures in the social context as main shapers of organizational practices and strategies. Market centered theories, consistent with neoclassical economics, treat markets as central in explaining organizational behavior and strategies. The resource -based view accounts strategic choices of organizations with the dynamic resources they have over time. On the other hand, in a co-evolutionary approach, organizational strategies and actions, and 5
6 thus the interrelationships of business and the media are considered to take form as the joint outcome of institutional environment, market mechanism, and organizational capabilities (Lewin &VoIberda, 1999). We believe that a co-evolutionary perspective, incorporating the traditional views of the single theories with the views jointly derived from interaction effects between multiple levels of analysis can provide comprehensive insights about the dynamic nature. Therefore, we take a co-evolutionary perspective for understanding why organization how to reduce or remove contingencies. PROPOSITIONS The essence of organizational response is to be able to first understand the competitive environment, and then to develop predictions about the economic and competitive environment in order to respond appropriately (Waddock & Isabella, 1989). Strategic issues are environmental events that may have an important impact on organizational performance (Ansoff, 1980). Responses depend on the way environmental conditions have been labeled. Based on the reasoning so far in this article, the perceived process of the environmental signals is critical. Included in the categorization process are labels like crisis, threat and opportunity. In this study we focus on industry dynamism industry change that is difficult to predict. Dynamic environments are characterized by unpredictable and rapid change, which increases uncertainty for individuals and firms operating within them (Duncan, 1972; Dess & Beard, 1984). Uncertainty is the difference between projected and actual outcomes, and results from the limited availability of information for decision making (Simon, 1955). Duncan (1972) proposed two dimensions of perceived environmental uncertainty, that is, the 6
7 combination of complexity and rate of change (variability). Complexity refers to the number of environmental variables and their interdependence. Rate of change refers to the number of environmental outcomes that moderate confidence in environmental predictions. Daft, Sormunen, and Parks (1988) also defined perceived environmental uncertainty as a composite index of complexity and rate of change. In dynamic environment, managers must accelerate the speed of the strategic decision-making process. They may also rely more on exploration and innovation as against structured decision-making. Due to high levels of uncertainty, decision makers working in dynamic environments tend to suffer from greater information processing burdens (Tushman, 1979). Following this, Daft and Weick (1984) have developed a model combining assumptions about the environment along with an appropriate response sequence by an organization. An organization's level of intrusion or response would depend on whether the environment was considered analyzable or unanalyzable. Daft and Lengel (1986), in a further refinement to modeling the environment, have included the dimensions of unequivocality, certainty, analyzability, variety, and intrusiveness to Daft and Weick's (1984) model. Waddock and Isabella (1989), in assessing managerial beliefs about the environment in a simulation study, used the dimensions of analyzability, predictability and understandability to capture this construct. The population ecologists point out organizations can to some extent adapt to the environment when that environment is relatively stable (Barnett & Burgelman, 1996; Baum & Singh, 1994). However, as radical change of the environment, the organizational population will generate a variety of strategies. Firms who have tried a different strategy have to comply with this dominant strategy; otherwise they will be selected out. In an uncertain environment, changes in the power structure and competing ideas result in different strategic thinking, 7
8 which gives rise to the emergence of new strategies. The strategy choice patterns of firms within a particular industry will be predominantly characterized by exploitation actions. In times of high rates of environmental change, this theoretical lens suggests the firms should exploit their niche, for example, exploit the market or the product. As Thompson s arguments (1967) that the technique perfection seems more nearly approachable when the organization has control over all the elements involved. In his research, he provide some strategy to handle otherwise crucial contingencies frequently forces organizations to acquire components of unequal capacities, and to balance the constraints from the contingencies. Thompson s (1967)arguments that organization employing long-linked technologies seek to expand domains through vertical integration; employing the intensive technologies to seek expand the domain by incorporating the object worked on; and employing mediating technologies to expand the domain populations served. Thompson (1967) expects organization subject to rationality norms to seek to grow until the last- reducible component is approximately full occupied. If necessary, organizations will excess capacity seek to enlarge their domain. In sum, the technologies pressures toward reduction of uncertainty, coupled with the uncertainties and contingencies inherent in environment, generate pressures for organization. Smircich and Stubbart (1985) have gone beyond the usual debate between the objective and subjective environment, and have suggested that environments are, in fact, "enacted" by 8
9 strategists. According to them, a perceived or subjective environment takes place, as strategists are permanently trapped by bounded rationality (Simon, 1957), and by their incomplete and imperfect perceptions of the environment. The domain of an organization and recognized by its environment determines the points which the organization is depend, facing both constraints and contingencies (Thompson, 1967).To maintain the self- control, the organization must have some ways to response the changeable external effects. The more an organization is constrained in some sectors of its located environment, the more desires it will seek over remaining elements of current environment. When the organization is unable to achieve such a balance, it will seek to enlarge its task environment. Next, our research will propose two international strategies to maintain or enlarge the domain of organizations when having high rate of environment, and we hope through strategies for interaction, organizations maybe remove or reduce contingencies through implementing international strategies Anderson and Paine (1975) suggest that, depending on the perceptions of both environmental and internal properties, managers have a certain degree of freedom in making strategic choices to interact with various contingencies. Based on the characteristics of the environment as conceptualized by various researchers that have just been discussed, a two-dimensional matrix, One dimension is the level of analyzability in terms of being able to (or not being able to) discern patterns in the environment (Daft & Lengel, 1986; Waddock & Isabella, 1989). The second dimension is whether or not an organization feels it is able to 9
10 exercise control over the environment (Schneider & De Meyer, 1991). It could be reasonably argued that, if managers had a choice, they would prefer high control environments to low control environments. In addition, within the context of high control environments, managers, based on rational choice, would prefer analyzable to unanalyzable environments.in this paper, we will focus on the strategic alternatives open to an organization when it extends its activities across domain. For both products and services, the international strategy can be sees as an outcome of the interrelationship of industry characteristics, strategic flexibility and organizational capability (Segal-Horn & FaulKner, 1999). The integration-responsiveness framework developed by Prahalad and Dos (1987), refined by Bartlett and Ghoshal (1989), refinements were an extension of conceptualization of industry pressures to incorporate generic strategic responses by Porter (1986), was perhaps the widely accepted explication of international strategy. One kind of international strategy is based on the perception that industry pressures are primarily toward global integration with an emphasis placed on product-market standardization, and global strategic coordination. It is also a strategy that is characterized by standardized needs, standardized practice and process, and standardized customer service (Roth & Marrison, 1990; Mukherji et al., 2008). Another international strategy is multi-focal strategy which is based on the attempt to simultaneously respond to both local responsiveness and global integration pressures, where businesses coordinate some of their collective operations while maintaining a high level 10
11 responsiveness to each local context (Roth & Morrison,1990; Mukherji et al., 2008). The strategy is intended to satisfy strong local needs, and is negotiated to satisfy host government or local market requirement (Prahalad & Doz, 1987). The strategies are usually associated with customizing products based on local knowledge, adapting to local markets, and providing localized service (Roth & Marrison, 1990). In effect, a multi-focal strategy is a form of dual responsiveness where a firm simultaneously faces strong local responsiveness pressures and yet to optimize some global integration advantages. It is strategy where business coordinates some of their collective operations while maintaining a high level of responsiveness to each local context (Roth, Morrison, 1990, Mukherji et al., 2008). It would be tempting to argue that dominant control be associated with strategies of global integration and shares control with multifocal strategies. In this paper, we suggest organization maybe remove or reduce contingencies through implementing international strategies. To the Purpose, we suggest the following proposition: H1: From the rationale of co-evolutionary perspective, with high control, organization employing global strategy to seek to maintain and expand their domain to interact with the contingencies. H2: From the rationale of co-evolutionary perspective, with low control, organization employing multi- focal strategy to seek to maintain and expand their domain to interact with the contingencies. 11
12 CONCLUSIONS Co-evolutionary perspective has seen an increase in studies of understanding the dynamic nature between organizations and their environment. As co-evolution is at the root of self-organizing behavior, it is important to reflect on how our findings contribute to the understanding of self-control organizations This study seeks to explore the nature of environment dynamic, and explain why organization carry out international strategy from co-evolutionary perspective, instead of Resource-based perspective, or adaption-selection single-lens perspective. The results and contributions are described below respectively. It is a conceptually study by analysis of the nature of environment, that can advance our understanding on our task environment and facilitate further researches. Secondly, a well-organized and systematic framework, based on solidly reasoning of theories, is developed, and an objective and meaningful empirical investigation would be feasible. Furthermore, the theoretical foundation of co-evolutionary perspective would be refined via the conversations and brain-storming of field and case study, and then provide more useful suggestions for the practice. Environment has been considered as a critical issue by multidisciplinary scholars. The examination of interrelationship among organizations, their populations, and their environments which are considered as interdependent outcomes of managerial actions, institutional influences, and extra-institutional changes can provide some theoretical implications for the fields of organization theory, strategic management and international 12
13 business. In addition, competition and cooperation with industry stakeholders is an issue concerned by business managers. Therefore, research results in this study may provide insights for practices as well. 13
14 REFERENCES Aldrich, H. E Organizations and environment, Prentice-Hall, Englewood Cliffs, NJ. Aldrich, H. E. and Pfeffer, J Environment of organizations, in Inkeles, A.(Ed.), Annual Review of Sociology,2, Annual Reviews, Palo Alto,CA, Anderson, C.R., and Paine, F.T Managerial Perceptions and strategic behavior. Academy of Management Journal,18(4): Ansoff, I Strategic issue management, Strategic Management Journal, 1: Bartlett, C. and Gloshal. S Managing across borders: the transnational solution. Boston, MA: Harvard Business School Press. Barnett, W. P. and Burgelman, R. A Evolutionary perspectives on strategy. Strategic Management Journal, 17, Summer, Baum, J. A. C. and Singh, J. V.1994). Organization-environment coevolution. In Baum, J. A. C.and Singh, J. V. (Eds), Evolutionary Dynamics of Organizations. New York: Oxford University Press,Chapter 1, Carney, M. and Gedajlovic, E The co-evolution of institutional environments and organizational strategies: the rise of family business groups in the ASEAN region. Organization Studies, 23, 1, Daft, R. L., and Lengel, R. H Organizational Information Requirements, Media Richness and Structural Design, Management Science, 32(5): Daft, R.L., Sormunen, J. & Parks, D., Chief executive scanning, environmental characteristics, and company performance: An empirical study. Strategic Management Journal, March/April: Daft, R.L. & Weick, K.E., Toward a model of organizations as interpretation systems. Academy of Management Review, April: Dess, G. G. & Beard, D. W Dimensions of organizational task environments, Administrative Science Quarterly, 29: Dill, W. R Environment as an influence on managerial autonomy. Administrative Science Quarterly, 2:
15 Duncan, R. B Characteristics of organizational environments and perceived environmental uncertainty, Administrative Science Quarterly 17: Flier, B., Van Den Bosch, F.A.J., Volberda, H.W Coevolution in the Strategic Renewal Behaviour of British, Dutch and French Financial Incumbents: Interaction of Environmental Selection, Institutional Effects, and Managerial Intentionality, Journal of Management Studies, 40 (8): Galaskiewicz, J. and Zaheer, A Networks of competitive advantage. In S. Andrews and D. Knoke (Eds.), Research in the Sociology of Organizations, JAI Press, Greenwich. Granovetter, M. S Economic action and social structure: the problem of embeddedness. American Journal of Sociology, 91: Gulati, R Alliances and networks. Strategic Management Journal, 19: Gulati, R. Nohria, N. and Zaheer, A Strategic networks. Strategic Management Journal, 21: Karademi, B. and Danisman, A Business Groups and Media in Turkey: A Co-Evolutionary Perspective to their Interrelationships. Problems and Perspectives in Management, 5( 3): McKelvey, B Quasi-natural organization science. Organization Science, 8: Mukherji, A. and Hurtado, P Interpreting, categorizing and responding to the environment: the role of culture in strategic problem definition. Management Decision, 39(2): Mukherji, A., Mukherji, J and Hurtado, P A curvilinear relationship between control and strategy: sharing of control in a multinational network. Advances in Competitiveness Research, 16(2): Lawrence, P. R. and Lorsch, J.W Renewing American Industry. Free Press, New York, NY. Lewin, A. Y. and Volberda, H. W Prolegomena on coevolution: a framework for researchon strategy and new organization forms. Organization Science, 10: Porter, M. E Competition in global industries. Boston, MA: Harvard Press. Prahalad, C. K. and Dos, Y. L The multinational Mission, New York: Free Press. Remult, R. P Strategy, structure and economic performance, Harvard University Press, Cambridge, MA. Roth, K. and Morrison, A. J An empirical analysis of the integration-responsiveness framework in global competition. Journal of international Business Studies, 21(4):
16 Rodrigues, S. and Child, J Co-evolution in an institutionalizes environment. Journal of Management Studies. 40 (8): Schneider, S.C. and De Meyer, A Interpreting and responding to strategic issues: the impact of national culture, Strategic Management Journal, 12: Segal-Horn, S. and Faulkner, D. The Dynamics of International Strategy, London Simon, H A behavioral model of rational choice, Quarterly Journal of Economics,69 (1): Smircich, L. and Stubbart, C Strategic management in an enacted world. Academy of Management Review, 10: Thompson, J. D Organizations in Action: Social Science Bases of Administrative Theory. McGraw-Hill, New York. Tushman, M Work characteristics and sub-unit communication structure: a contingency analysis, Administrative Science Quarterly, 24: Volberda, H. W. and Lewin, A. Y Co-evolutionary dynamics within and between firms: from evolution to co-evolution. Journal of Management Studies, 40, 8: Waddock, S.A., and Isabella, L.A Strategy, beliefs about the environment, and performance in a banking simulation. Journal of Management, 15:
Strategy is about organizational change.1 An action is strategic when it allows a
0 0 0 I NTRODUCTION Different views of strategy Strategy is about organizational change. An action is strategic when it allows a firm to become better than its competitors, and when this competitive advantage
More informationHow To Understand The Relationship Between Organization And Performance
Organizational Behavior and Development Michael Beer Harvard University Organizational studies is a fragmented field. Its foundations are the disciplines of Psychology, Sociology, and Economics and applied
More informationBente M. Flygansvær*, Sven A. Haugland**, Aksel I. Rokkan***
A discussion of governance under conditions of technological uncertainty - suggesting hypotheses and a research model Bente M. Flygansvær*, Sven A. Haugland**, Aksel I. Rokkan*** * Research Scholar, Department
More informationEXPLORING THE ORGANIZATION ENVIRONMENT LINK: CHANGE AS COEVOLUTION
EXPLORING THE ORGANIZATION ENVIRONMENT LINK: CHANGE AS COEVOLUTION Sophia Philippidou Doctoral Candidate, Management Sciences Laboratory, Athens University of Economics and Business, Evelpidon 47, Gr 113
More information7 Conclusions and suggestions for further research
7 Conclusions and suggestions for further research This research has devised an approach to analyzing system-level coordination from the point of view of product architecture. The analysis was conducted
More informationSTRATEGY DIRECTIVE (MA 208-2) 6. 3 STEPS OF TICHY FOR CHANGE IN ORGANIZATIONS
STRATEGY DIRECTIVE (MA 208-2) 6. 3 STEPS OF TICHY FOR CHANGE IN ORGANIZATIONS 6.2 Analysis of the Three Systems Change has become a way of life in America and within the diagnostic model, changes exist
More informationBridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management
Special Issue: Bridging Micro and Macro Domains Journal of Management Vol. 37 No. 2, March 2011 421-428 DOI: 10.1177/0149206310373400 The Author(s) 2011 Reprints and permission: http://www. sagepub.com/journalspermissions.nav
More informationWhat is, and to what Purpose do we Study, International Business? 1. Klaus E. Meyer. China Europe International Business School (CEIBS)
What is, and to what Purpose do we Study, International Business? 1 Klaus E. Meyer China Europe International Business School (CEIBS) AIB Vice President (Programme 2014) www.klausmeyer.co.uk Shanghai,
More informationand responding to the concerns of their constituents and of the general public in order to take advantage of new opportunities and to anticipate and
introduction For more than a century the business corporation has been a successful and widely adopted institutional arrangement for creating and distributing wealth. But the power and purpose of corporations
More informationPropensity for Innovation Adoption : Integration of Structural Contingency and Resource Dependence Perspectives
Propensity for Innovation Adoption : Integration of Structural Contingency and Resource Dependence Perspectives By Sasithorn Phonkaew* Abstract This paper proposes an alternative description and conceptual
More informationInternational Business Programme, Bachelor Course Descriptions 2015-2016
International Business Programme, Bachelor Course Descriptions 2015-2016 The following course descriptions briefly describe the course contents, how many credits the course is worth, if the course is given
More informationTask Characteristics, Knowledge Sharing and Integration, and Emergency Management Performance: Research Agenda and Challenges
Task Characteristics, Knowledge Sharing and Integration, and Emergency Management Performance: Research Agenda and Challenges Irma Becerra-Fernandez becferi@fiu.edu Arvind Gudi AGudi@aol.com Weidong Xia
More informationInter-organizational Relationship Co-evolution in Green Supply Chain Management
Inter-organizational Relationship Co-evolution in Green Supply Chain Management Cheng-Kai Hu Department of International Business, Kao-Yuan University kylehu@cc.kyu.edu.tw Abstract This paper proposes
More informationInter-Organizational Relationships and Supply Chain Performance: Case Study of the Subsidiary Company of a Car Parts Manufacturer
Inter-Organizational Relationships and Supply Chain Performance: Case Study of the Subsidiary Company of a Car Parts Manufacturer Prune Gautier Abstract This paper presents the results of a case study
More informationDesigning a Proper Organizational Chart for a Project-oriented Company through Studying its Conceptual and Structural Dimensions
2011 3rd International Conference on Information and Financial Engineering IPEDR vol.12 (2011) (2011) IACSIT Press, Singapore Designing a Proper Organizational Chart for a Project-oriented Company through
More informationLevel 1 Articulated Plan: The plan has established the mission, vision, goals, actions, and key
S e s s i o n 2 S t r a t e g i c M a n a g e m e n t 1 Session 2 1.4 Levels of Strategic Planning After you ve decided that strategic management is the right tool for your organization, clarifying what
More informationA SYSTEMS MODEL OF PROJECT MANAGEMENT
A SYSTEMS MODEL OF PROJECT MANAGEMENT Richard Brian Barber Research Student School of Civil Engineering Australian Defence Force Academy Canberra ACT Australia 2600 barberrb@bigpond.net.au INTRODUCTION
More informationPROPOSED DOCTORATE RESEARCH
PROPOSED DOCTORATE RESEARCH Socialization Tactics and Newcomer Adjustment: The Role of Organizational Culture, Team Dynamics, and Personality Dimensions PURPOSE Socialization Tactics and Newcomer Adjustment:
More informationInternationalization Process of Buying Houses in Bangladesh: An Evaluation
ASA University Review, Vol. 6 No. 2, July December, 2012 Internationalization Process of Buying Houses in Bangladesh: An Evaluation Mohibul Islam Masum * Abstract The article focuses on the internationalization
More informationTHE GOVERNANCE AND STRUCTURE OF THE INFORMATION TECHNOLOGY ORGANIZATION IN THE GLOBAL ECONOMY
THE GOVERNANCE AND STRUCTURE OF THE INFORMATION TECHNOLOGY ORGANIZATION IN THE GLOBAL ECONOMY David S. Taylor, Sam Houston State University, mis_dst@shsu.edu ABSTRACT As organizations have become more
More informationSocial Network Analysis
Bocconi University Ph.D. School Social Network Analysis Doctoral Seminar Fall 2015 Instructor : Prof. Giuseppe (Beppe) Soda Office Hours: giuseppe.soda@unibocconi.it Overview Organizational social network
More informationEFFECTS OF ENVIRONMENTAL CONDITIONS ON BUSINESS SCHOOLS INTENTIONS TO OFFER E-COMMERCE DEGREE PROGRAMS
EFFECTS OF ENVIRONMENTAL CONDITIONS ON BUSINESS SCHOOLS INTENTIONS TO OFFER E-COMMERCE DEGREE PROGRAMS Dharam S. Rana College of Business Jackson State University E-mail: dsrana@jsums.edu Phone: 601-979-2973
More informationTechnology Appropriation in Face-to-Face Collaborative Learning
Technology Appropriation in Face-to-Face Collaborative Learning Maarten Overdijk and Wouter van Diggelen Utrecht University, Research Centre Learning in Interaction, Heidelberglaan1, 3584 CS Utrecht, The
More informationComplexity Leadership Theory:
Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era Mary Uhl-Bien, Russ Marion, Bill McKelvey the clarion group REAL. CLEAR. INSIGHT. Abstract: The most widely
More informationFramework for Case Analysis
Framework for Case Analysis Part I Analyzing a Case What is this document? You will be asked throughout your Graduate experience to analyze cases. Because there are many ways to approach cases, the CM
More informationMASTER OF ARTS WITH A MAJOR IN ECONOMICS (MANAGERIAL EMPHASIS)
MASTER OF ARTS WITH A MAJOR IN ECONOMICS (MANAGERIAL EMPHASIS) The Master of Arts with a major in Economics requires 32 semester hours of graduate work. What You Can Do with this Degree Students from the
More informationImperial College of Science, Technology and Medicine Supply Chain Management Co-operating to Compete in a Global Food Industry
Supply Chain Management Co-operating to Compete in a Global Food Industry Dr Andrew Fearne Imperial College at Wye University of London 1 Introduction Forces for change Supply chain management - theory
More informationSelznick, P. (1948). Foundations of the Theory of Organization.
Topic Theorists & Theories Integration Classical Henri Fayol, - General Principles of Management Frederick Winslow Taylor, The Principles of Scientific Management Max Weber, Conceptualization of Bureaucracy
More informationFriedrich-Alexander-Universität Erlangen-Nürnberg Betriebswirtschaftliches Institut
Friedrich-Alexander-Universität Erlangen-Nürnberg Betriebswirtschaftliches Institut Lehrstuhl für Betriebswirtschaftslehre, insbesondere Internationales Management Prof. Dr. Dirk Holtbrügge Configuration
More informationJob Design from an Alternative Perspective
Job Design from an Alternative Perspective Paula W. Potter Western Kentucky University Abstract The purpose of this paper is to explore a theoretical aspect of job design in a way that departs from the
More informationALLIANCE MANAGEMENT CAPABILITIES OR HELPING SMES TO THRIVE THROUGH
ALLIANCE MANAGEMENT CAPABILITIES OR HELPING SMES TO THRIVE THROUGH The complexity and dynamics inherent to alliances and any type of network arrangements has determined that the kernel of their success
More informationTheories of Behavior Change
Theories of Behavior Change Defining Theories of Behavior Change Behavior change is often a goal for staff working directly with constituents, organizations, governments, or communities. Individuals charged
More informationExecutive Leadership MBA Course Descriptions
Executive Leadership MBA Course Descriptions MBA 608: Interpersonal Leadership and Managing Organizational Behavior (3 credits) This course provides rising stars learning opportunities to take the next
More informationMULTILEVEL INTEGRATION OF EXPLORATION UNITS : BEYOND THE AMBIDEXTROUS ORGANIZATION
BEST PAPER PROCEEDING ACADEMY OF MANAGEMENT Technology and Innovation Management Philadelphia, 6-8 August 2007 Stephan Shrader Best Paper Award Finalist MULTILEVEL INTEGRATION OF EXPLORATION UNITS : BEYOND
More informationNETWORK SUSTAINABILITY 1. Guillermo Rivero, Financial Services Manager, Pact HQ. USA. 2006.
NETWORK SUSTAINABILITY 1 1 This document has been written by Alfredo Ortiz, Country Director Pact Ecuador & LAC Regional Coordinator, and Guillermo Rivero, Financial Services Manager, Pact HQ. USA. 2006.
More informationEntrepreneurship in a Transition Economy: The Impact of Environment on Entrepreneurial Orientation
140 Entrepreneurship in a Transition Economy: The Impact of Environment on Entrepreneurial Orientation Abstract Matilda Alexandrova 1 The paper intends to shed some light on the impact of business environment
More informationBUSINESS ECOSYSTEM S HEALTH REVISED
BUSINESS ECOSYSTEM S HEALTH REVISED Elena Galateanu (Avram) Romania egalateanu@tex.tuiasi.ro Silvia Avasilcai "Gheorghe Asachi" Technical University of Iasi, Romania silvia.avasilcai@gmail.com Abstract:
More informationPART I. Chapter 1. Networking in Society, Organisations and Education
ISBN 92-64-10034-2 Networks of Innovation Towards New Models for Managing Schools and Systems OECD 2003 PART I Chapter 1 Networking in Society, Organisations and Education by Hans F. van Aalst Katholiek
More informationOrganizational Learning and Knowledge Spillover in Innovation Networks: Agent-Based Approach (Extending SKIN Framework)
Int. J. Manag. Bus. Res., 4 (3), 203-212, Summer 2014 IAU Organizational Learning and Knowledge Spillover in Innovation Networks: Agent-Based Approach (Extending SKIN Framework) * 1 M. Mahmoudzadeh, 2
More informationTHE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT OME 212: BUSINESS ENVIRONMENT AND STRATEGIES COURSE OUTLINE
THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT OME 212: BUSINESS ENVIRONMENT AND STRATEGIES COURSE OUTLINE 2010 1 INTRODUCTION This course focuses on the external and internal environment
More informationAPPLICATION OF ICT BENEFITS FOR BUILDING PROJECT MANAGEMENT USING ISM MODEL
APPLICATION OF ICT BENEFITS FOR BUILDING PROJECT MANAGEMENT USING ISM MODEL S.V.S.N.D.L.Prasanna 1, T. Raja Ramanna 2 1 Assistant Professor, Civil Engineering Department, University College of Engineering,
More informationExecutive Leadership MBA Course Descriptions
Executive Leadership MBA Course Descriptions MBA 608: Interpersonal Leadership and Managing Organizational Behavior (3 credits) This course provides rising stars learning opportunities to take the next
More informationGeneral Management and Business Strategy AIBA, Koji
General Management and Business Strategy AIBA, Koji This seminar (namely Zemi) has a number of peculiar characteristics. Aiba holds Zemi in three modes. One in English only (English Zemi) and another is
More informationSocial Network Analysis and Systems Change Roberta M. Snow, Ph.D. and Evan A. Leach, Ph.D. University of Pennsylvania and West Chester University
Social Network Analysis and Systems Change Roberta M. Snow, Ph.D. and Evan A. Leach, Ph.D. University of Pennsylvania and West Chester University Contact: Roberta M. Snow @ snowrm@sas.upenn.edu Abstract
More informationThe Impact of Organizational Structure and Social Structure on Organizational Knowledge Creation: A Conceptual Framework
The Impact of Organizational Structure and Social Structure on Organizational Knowledge Creation: A Conceptual Framework Pei-Wen Huang a and Chi-Wei Liu b a pamela30@ms34.hinet.net Department of International
More informationChapter 1: Change Cause and Organizational Diagnosis
Chapter 1: Change Cause and Organizational Diagnosis The dynamics of change: Shifting competitive environments and new opportunities lead companies to seek strategic renewal and organizational change Shifting
More informationPERFORMANCE APPRAISAL PRACTICES OF U.S. MULTINATIONAL MANUFACTURERS IN TAIWAN: A COMPARATIVE STUDY WITH LOCAL TAIWANESE MANUFACTURERS
PERFORMANCE APPRAISAL PRACTICES OF U.S. MULTINATIONAL MANUFACTURERS IN TAIWAN: A COMPARATIVE STUDY WITH LOCAL TAIWANESE MANUFACTURERS Daniel A. Sauers * Winona State University P.O. Box 5838 Winona, MN
More informationApplying Integrated Risk Management Scenarios for Improving Enterprise Governance
Applying Integrated Risk Management Scenarios for Improving Enterprise Governance János Ivanyos Trusted Business Partners Ltd, Budapest, Hungary, ivanyos@trusted.hu Abstract: The term of scenario is used
More informationScholarship Programme
Department of Children and Youth Affairs Scholarship Programme Note No. 7 Research Briefing Consuming Talk: Youth Culture and the Mobile Phone 1. What is the study s background? This study was the subject
More informationSchool of Advanced Studies Doctor Of Management In Organizational Leadership. DM 004 Requirements
School of Advanced Studies Doctor Of Management In Organizational Leadership The mission of the Doctor of Management in Organizational Leadership degree program is to develop the critical and creative
More informationDissertation Concept Paper. Timothy M. Eklin. Antioch University. Ph.D. in Leadership and Change Program. Submitted. March 2, 2011
Running head: DISSERTATION CONCEPT PAPER 1 Dissertation Concept Paper Timothy M. Eklin Antioch University Ph.D. in Leadership and Change Program Submitted March 2, 2011 DISSERTATION CONCEPT PAPER 2 Dissertation
More informationSpecial Issue on: Designing Internal Organization for External Knowledge Sourcing. Call for papers Submission deadline: 30 th June 2010
Special Issue on: Designing Internal Organization for External Knowledge Sourcing Call for papers Submission deadline: 30 th June 2010 Purpose The aim of this Special Issue is to shed light on the relationship
More informationA suitable Model for Formulating Technology Strategy (Case study: A Car Parts Manufacturer in Iran Khodro Company)
A suitable Model for Formulating Technology Strategy (Case study: A Car Parts Manufacturer in Iran Khodro Company) Ahmad Jafar Nezhad Professor of Management Department, University of Tehran, Iran Gholam
More informationEVALUATION OF THE EFFECTIVENESS OF ACCOUNTING INFORMATION SYSTEMS
49 International Journal of Information Science and Technology EVALUATION OF THE EFFECTIVENESS OF ACCOUNTING INFORMATION SYSTEMS H. Sajady, Ph.D. M. Dastgir, Ph.D. Department of Economics and Social Sciences
More informationThe "Alignment" Theory: Creating Strategic Fit
20 MANAGEMENT DECISION 29,1 T he organisation and its competitive situation should be viewed not as separate, interdependent entities but as just different influences in the same global environment. The
More informationEMBA CURRICULUM - FIRST YEAR
EMBA CURRICULUM - FIRST YEAR EMBA 0010 Professional Development Activities This required non-credit course is intended to provide opportunities to understand management skills and achieve a greater understanding
More informationFRAMEWORK OF CHANGE MANAGEMENT
FRAMEWORK OF CHANGE MANAGEMENT Andrea MATKÓ 1, Krisztina DAJNOKI 2, Zsolt BAKSI 3, Tímea TAKÁCS 4 1 University of Debrecen, Hungary, andim@eng.unideb.hu 2 University of Debrecen, Hungary, dajnoki.krisztina@econ.unideb.hu
More informationThe Application of Knowledge Management in Customer Relationship Management
Proceedings of the 8th International Conference on Innovation & Management 855 The Application of Management in Customer Relationship Management Pan Huiming, Guo Yi School of Management, Wuhan Textile
More informationInnovation Metrics: Measurement to Insight
Innovation Metrics: Measurement to Insight White Paper Prepared for: National Innovation Initiative 21 st Century Innovation Working Group Chair, Nicholas M. Donofrio IBM Corporation Prepared by: Egils
More informationTHE IMPACT OF BUSINESS PROCESS MANAGEMENT ON ORGANIZATIONAL STRATEGY
THE IMPACT OF BUSINESS PROCESS MANAGEMENT ON ORGANIZATIONAL STRATEGY Vlad BĂLĂNESCU The Bucharest Academy of Economic Studies, Bucharest, Romania balanescu.vlad@yahoo.com Paul SOARE The Bucharest Academy
More informationTHE POLISH BUSINESS ENVIRONMENT FOR LANGUAGE SERVICE PROVIDERS IN VIEW OF THE PORTER S FIVE FORCES MODEL
International Journal of Emerging and Transition Economies Vol. 5, No. 1-2, 2012, 57-64 THE POLISH BUSINESS ENVIRONMENT FOR LANGUAGE SERVICE PROVIDERS IN VIEW OF THE PORTER S FIVE FORCES MODEL Monika Kowalska
More informationSTRATEGIC CONNECTIVITY IN EXTENDED ENTERPRISE NETWORKS
STRATEGIC CONNECTIVITY IN EXTENDED ENTERPRISE NETWORKS John Tillquist The University of California, Riverside john.tillquist@ucr.edu ABSTRACT Extended enterprises are networks of organizations interconnected
More informationRoles of Practitioners and Strategic Planning Practices
Roles of Practitioners and Strategic Planning Practices *** Associate Professor Dr. Kanya Sirisagul Department of Advertising and Public Relations Business Administration Faculty Ramkhamhaeng University
More informationProceedings of the 34th Hawaii International Conference on System Sciences - 2001
Aligning Business and Information Technology through the Balanced Scorecard at a Major Canadian Financial Group: its Status Measured with an IT BSC Maturity Model Wim Van Grembergen University of Antwerp
More informationCreating a Strategy-Focused Organization
Creating a Strategy-Focused Organization Werner Bruggeman Valerie Decoene Geert Scheipers In recent years, organizations have sought to develop more comprehensive performance measurement systems to provide
More informationBuilding the Bridges between Theory and Policy: The Quality Assurance Agenda (0221)
Building the Bridges between Theory and Policy: The Quality Assurance Agenda (0221) Tapper Ted 1,Ourania Filippakou 1, 1 Uniiversity of Nottingham, Nottingham, United Kingdom Introduction The central purpose
More informationLeadership and Innovation
Leadership and Innovation presented by Hubert Saint-Onge Innovation Change Renewal Leadership Transformation Growth are inexorably linked but what is the relationship between them the purpose of this session
More informationManagement Control Systems, Strategy and Performance: An Exploratory Analysis of Family and Non-family Firms in Chile.
Management Control Systems, Strategy and Performance: An Exploratory Analysis of Family and Non-family Firms in Chile. Moses Acquaah. Bryan School of Business and Economics, University of North Carolina-Greensboro.
More informationOrganization and its Context
Sustainability and the Organization Organization and its Context (Week 2) It should be clear that it is possible to succinctly define sustainability from the perspective of an organization. There are also
More informationPerformance Management for Inter-organization Information Systems Performance: Using the Balanced Scorecard and the Fuzzy Analytic Hierarchy Process
Performance Management for Inter-organization Information Systems Performance: Using the Balanced Scorecard and the Fuzzy Analytic Hierarchy Process Y. H. Liang Department of Information Management, I-SHOU
More informationUNDERSTANDING EXPLORATORY USE
UNDERSTANDING EXPLORATORY USE OF ERP SYSTEMS 1 Rui D. Sousa Terry College of Business University of Georgia rsousa@uga.edu Dale L. Goodhue Terry College of Business University of Georgia dgoodhue@terry.uga.edu
More informationStrategic Marketing Planning Audit
Strategic Marketing Planning Audit Violeta Radulescu Lecturer, PhD., Academy of Economic Studies, Bucharest Email: vio.radulescu@yahoo.com Abstract Market-oriented strategic planning is the process of
More informationDeveloping International Human Resources Firms
Developing International Human Resources Firms Yueh-shian Lee Assistant Professor National Taichung University of Education Department of International Business 140 Min-Shen Road, Taichung 40306, Taiwan
More informationTHE ROLE OF CULTURE IN KNOWLEDGE MANAGEMENT. Woo-Soon Park Department of Public Administration, Dong-A University, Pusan 602-714 Korea
THE ROLE OF CULTURE IN KNOWLEDGE MANAGEMENT Woo-Soon Park Department of Public Administration, Dong-A University, Pusan 602-714 Korea Keywords: knowledge, knowledge management, knowledge organization,
More informationBeyond Agility. LARS MATHIASSEN Center for Process Innovation J Mack Robinson College of Business Georgia State University
Beyond Agility LARS MATHIASSEN Center for Process Innovation J Mack Robinson College of Business Georgia State University The agile manifesto We are uncovering better ways of developing software by doing
More informationBachelor of Science in Management Studies (BSMS)
Note: The following list of courses is subject to change based on faculty approval. It includes the 51 hours of business-related courses along with the 9 hours of Upper Division Liberal Arts courses required
More informationThe Value of Optimization in Asset Management
Experience the commitment white PAPER The Value of Optimization in Asset Management Better decisions to help utilities balance costs, risks, opportunities and performance May 2015 cgi.com Improving the
More informationGovernance Guideline SEPTEMBER 2013 BC CREDIT UNIONS. www.fic.gov.bc.ca
Governance Guideline SEPTEMBER 2013 BC CREDIT UNIONS www.fic.gov.bc.ca INTRODUCTION The Financial Institutions Commission 1 (FICOM) holds the Board of Directors 2 (board) accountable for the stewardship
More informationGurhan Uysal. Ondokuz Mayıs University, Samsun, Turkey
Journal of US-China Public Administration, ISSN 1548-6591 July 2013, Vol. 10, No. 7, 720-726 D DAVID PUBLISHING Dimensions of American SHRM: Human Capital, HR Systems and Firm Performance Gurhan Uysal
More informationComparison of Change Theories
VOLUME 8 NUMBER 1 2004-2005 Comparison of Change Theories Alicia Kritsonis MBA Graduate Student California State University, Dominquez Hills ABSTRACT The purpose of this article is to summarize several
More informationON SOME ISSUES ABOUT KNOWLEDGE MANAGEMENT SYSTEM IMPLEMENTATION
ON SOME ISSUES ABOUT KNOWLEDGE MANAGEMENT SYSTEM IMPLEMENTATION HINCU DANIELA 1 AND LUBAN FLORICA 2 1 The Bucharest Academy of Economic Studies, Romania 2 The Bucharest Academy of Economic Studies, Romania
More informationSyllabus Module 226 Health Care Management
Syllabus Module 226 Health Care Management Module : 226 UE coordinator Health Care Management Dates 07th December 11th December 2015 Credits/ECTS UE description 3 ECTS 5 days of = 30 hours This module
More informationMBAProgramme. The College of The Bahamas
c o u r s e o u t l i n e MBAProgramme The College of The Bahamas Year 1 Fall Financial/Managerial Accounting (3 credits) Introduces students to the financial and managerial accounting disciplines; develops
More informationNASPAA Accreditation. Policy Briefs. Crystal Calarusse
NASPAA Accreditation Policy Briefs Crystal Calarusse What are the Characteristics of NASPAA Accreditation? Crystal Calarusse 1 April 2015 The Commission on Peer Review and Accreditation (COPRA) of the
More informationDomain-specific Engineering
Domain-specific Engineering Grady H. Campbell, Jr. Prosperity Heights Software 8457 Van Court Annandale, VA 22003 1 703 573 3139 GradyCampbell@acm.org ABSTRACT The development of software today is a craft
More informationCurriculum Development: Deductive Models
SCHOOLING VOLUME 2, NUMBER 1, 2011 Curriculum Development: Deductive Models Fred C. Lunenburg Sam Houston State University ABSTRACT Three models are presented in this article: Tyler s behavioral model,
More informationESMT BUSINESS BRIEF. Exploitative Abuses. Lars-Hendrik Röller, ESMT. ESMT No. BB-107-002 ISSN 1866 4024
Business Brief Consolidation Index: Critical Success Factors for Industry Consolidation 1 ESMT No. BB-107-002 ESMT BUSINESS BRIEF Lars-Hendrik Röller, ESMT ISSN 1866 4024 2 Business Brief Consolidation
More informationFull Time Master of Science in Management program. Core concepts and disciplinary foundations of the courses. Marketing Management Specialization
Full Time Master of Science in program Core concepts and disciplinary foundations of the courses Specialization Courses during the adaptation phase (Pre-Master) Deep Dive Business Strategy Managerial Economics
More informationContents Page. Programme Specification... 2. Assessment Regulations: Individual Courses... 4
School of Management MSc in International Human Resource Management Postgraduate Student Handbook Section 1 2014-2015 Contents Page MSc in International Human Resource Management... 1 Programme Director...
More informationEducational Leadership in Europe John West-Burnham.
Educational Leadership in Europe John West-Burnham. Education systems are one of the most explicit and direct manifestations of national cultures, identities and social and economic priorities. Indeed
More informationHPWS & HRD 1. High Performance Work System and Human Resource Development. Scott Thor
HPWS & HRD 1 High Performance Work System and Human Resource Development Scott Thor HPWS & HRD 2 High Performance Works System and Human Resource Development The modern organization is being challenged
More informationMiracle Integrating Knowledge Management and Business Intelligence
ALLGEMEINE FORST UND JAGDZEITUNG (ISSN: 0002-5852) Available online www.sauerlander-verlag.com/ Miracle Integrating Knowledge Management and Business Intelligence Nursel van der Haas Technical University
More informationEDS Innovation Research Programme DISCUSSION PAPER SERIES. No.005 Media, Connectivity, Literacies and Ethics
EDS Innovation Research Programme DISCUSSION PAPER SERIES No.005 Media, Connectivity, Literacies and Ethics Security Challenges of Networks: Cyber Trust and Cyber Crime Robin Mansell March 2006 EDS Innovation
More informationService quality: beyond cognitive assessment Bo Edvardsson Service Research Center, Karlstad University, Karlstad, Sweden
The Emerald Research Register for this journal is available at wwwemeraldinsightcom/researchregister The current issue and full text archive of this journal is available at wwwemeraldinsightcom/0960-4529htm
More informationBenefits Realization from IS & IT, and Change Management of roles and the working practices of individuals and teams.
: Delivering Value from IS & IT Investments John Ward and Elizabeth Daniel John Wiley & Son Ltd ISBN: 9780470094631, 399 pages Theme of the Book This book explores a process and practical tools and frameworks
More informationOrganizational Culture Why Does It Matter?
Organizational Culture Why Does It Matter? Presented to the Symposium on International Safeguards International Atomic Energy Agency Vienna, Austria November 3, 2010 IAEA-CN-184/315 Kenneth Desson Pentor
More information1-03-40 Successful Self-Directed Teams and Planned Change Robert A. Zawacki Carol A. Norman
1-03-40 Successful Self-Directed Teams and Planned Change Robert A. Zawacki Carol A. Norman Payoff By using self-directed teams (SDTs), organizations are poised to respond to random, rapid change resulting
More informationHolistic education: An interpretation for teachers in the IB programmes
IB position paper Holistic education: An interpretation for teachers in the IB programmes John Hare International International Baccalaureate Baccalaureate Organization Organization 2010 2010 1 Language
More informationExecutive Doctorate in Higher Education Management Curriculum Guide
Executive Doctorate in Higher Education Management Curriculum Guide The Executive Doctorate in Higher Education Management Program consists of six consecutive terms, starting with a late summer term and
More informationSTAGE 1 COMPETENCY STANDARD FOR PROFESSIONAL ENGINEER
STAGE 1 STANDARD FOR PROFESSIONAL ENGINEER ROLE DESCRIPTION - THE MATURE, PROFESSIONAL ENGINEER The following characterises the senior practice role that the mature, Professional Engineer may be expected
More information