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The Influence of Synchronization and Performance on Strategic Choice and Innovation
Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO).ORCID iD: 0000-0002-3742-542X
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2013 (English)In: Academy of Management Proceedings: Vol. 2013, No. 1, 2013Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Leveraging resources to exploit opportunities in external markets is at the heart of innovation. However, theory suggests that leveraging resources is a complicated affair, fraught with potential challenges. Building on work in resource orchestration, we argue that firms achieve superior innovation when their strategy used to leverage resources is synchronized with several resource orchestration processes – namely structuring and bundling. However, such synchronization is not easily achieved. Using prospect theory, we argue and find that prior performance and accompanying managerial biases influence which strategies are chosen to drive innovation and that these same influences are affected by the level of synchronization. Thus, working to leverage firm resources to achieve innovation requires the synchronization of several processes to produce the greatest outcomes.

Place, publisher, year, edition, pages
2013.
Series
Academy of Management Proceedings, ISSN 0065-0668, E-ISSN 2151-6561 ; 1
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-40962DOI: 10.5465/ambpp.2013.14312abstractOAI: oai:DiVA.org:hj-40962DiVA, id: diva2:1231343
Conference
The 73rd Annual Meeting of the Academy of Management - August 9-13, 2013, Orlando, FL, USA
Available from: 2018-07-06 Created: 2018-07-06 Last updated: 2018-07-06Bibliographically approved

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Chirico, Francesco

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