Strategy and Perfomance: Achieving Competitive Advantage in the Global Marketplace

331 Pages·2004·1.39 MB·English

by  Abby Ghobadian

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
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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
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PALGRAVE MACMILLAN is the global academic imprint of the Palgrave
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ISBN 1–4039–1618–7
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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