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  • 1.
    Achtenhagen, Leona
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO). Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    Brunninge, Olof
    Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO). Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC).
    Melin, Leif
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO).
    Patterns of dynamic growth in medium-sized companies: beyond the dichotomy of organic versus acquired growth2017In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 50, no 4, p. 457-471Article in journal (Refereed)
    Abstract [en]

    Current research commonly investigates two different growth modes, organic growth and growth by acquisitions. Studies on acquisition-based growth typically draw on cross-sectional quantitative studies of large firms that treat all acquisitions the same. Our study takes a different approach, and explores different growth modes of a smaller sample of medium-sized companies drawing on a longitudinal, qualitative case-study design. This research design allows us to identify eight different growth modes that companies combine in unique ways over time. Thereby, we illustrate that patterns of dynamic growth in medium-sized firms are much more diverse and complex than commonly assumed.

  • 2.
    Achtenhagen, Leona
    et al.
    Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership). Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC). Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO).
    Melin, Leif
    Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership). Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO).
    Naldi, Lucia
    Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership). Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO).
    Dynamics of Business Models - Strategizing, Critical Capabilities and Activities for Sustained Value Creation2013In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 46, no 6, p. 427-442Article in journal (Refereed)
    Abstract [en]

    Much progress has been made recently in developing the business model concept. However, one issue remains poorly understood, despite its importance for managers, policy makers, and academics alike, namely, how companies change and develop their business models to achieve sustained value creation. Companies which manage to create value over extended periods of time successfully shape, adapt and renew their business models to fuel such value creation. Drawing on findings from a research program on continuously growing firms, this paper identifies three critical capabilities, namely an orientation towards experimenting with and exploiting new business opportunities; a balanced use of resources; as well as achieving coherence between leadership, culture, and employee commitment, together shaping key strategizing actions. Moreover, we illustrate how each of these capabilities is supported by different sets of specific activities. Jointly, these three capabilities, their activities and the strategizing actions act as complementarities for value creation. We conclude the paper by suggesting implications for research and practitioners, providing a tool for managers which allows them to reflect on and identify critical issues relevant for changing and developing their business model to sustain value creation.

  • 3.
    Carnes, Christina Matz
    et al.
    University of Nebraska-Lincoln.
    Chirico, Francesco
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO).
    Hitt, Michael A.
    Texas A&M University.
    Huh, Dong Wook
    Frostburg State University.
    Pisano, Vincenzo
    University of Catania.
    Resource Orchestration for Innovation: Structuring and Bundling Resources in Growth- and Maturity-Stage Firms2016In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 50, no 4, p. 472-486Article in journal (Refereed)
    Abstract [en]

    Innovation is an important outcome for firms across all life-cycle stages, though challenges to this goal vary by a firm's stage of development. In this study, we integrate resource orchestration with contingency theory to theorize how managers differentially orchestrate their firm's resource portfolio and capabilities to develop innovation based on the firm's life-cycle stage. Empirical tests using primary data collected from 189 managers of U.S. and Italian firms based on the policy capturing method provide support for our hypotheses. Overall, this research contributes to our understanding of how firms manage their resources to create innovation over the firm's life-cycle.

  • 4.
    Iyer, Dinesh N.
    et al.
    Rutgers University, School of Business, Camden, NJ, USA.
    Baù, Massimo
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO).
    Chirico, Francesco
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO). Tecnológico de Monterrey, EGADE Business School, Mexico.
    Patel, Pankaj C.
    Management and Operations, Villanova University, Villanova, PA, USA.
    Brush, Thomas H.
    Krannert School of Management, Purdue University, West Lafayette, IN, USA.
    The triggers of local and distant search: Relative magnitude and persistence in explaining acquisition relatedness2019In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 52, no 5, article id 101825Article in journal (Refereed)
    Abstract [en]

    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 distant search model a behavioral explanation for the timing and relatedness of acquisitions. We find support for baseline arguments of problemistic search whereby firms increase both industry- and skill-related acquisitions when they perform below aspirations. When they persistently perform below aspirations, however, this likelihood is reduced and firms engage in acquisitions that are more unrelated, thereby providing support for the notion of expanding search boundaries from local to distant search. Of the two triggers of distant search proposed, relative attainment discrepancy does not induce firms to expand search boundaries. Our results indicate that persistent attainment discrepancy is a key construct to consider when studying the expansion of search boundaries.

  • 5. Lissack, M
    et al.
    Roos, Johan
    Imagination Lab Foundation, Lausanne, Switzerland.
    Be coherent, not visionary2001In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 34, no 1, p. 53-70Article in journal (Refereed)
    Abstract [en]

    Many executives feel the need to articulate an ideal end-state for their organizations-often in the guise of a corporate vision. Striking the balance between novelty and believability of such an ideal end-state is often tricky, and empirical evidence shows that people are neither satisfied with the vision, nor the visioning process. This article argues that the very idea of having a corporate vision is of limited use in today's complex business landscapes. When you perceive your world as unstable and unpredictable what matters is being coherent rather than being visionary. Being coherent means acting in a manner that reinforces who you are, as an organization, given the current environment. It is such coherence that "makes sense" to us and to the others around us. The authors point out why executives need to replace visioning efforts with a focus on how to become and remain coherent throughout the organization. They also offer a few guiding principles on how to do this in practice. (C) 2001 Elsevier Science Ltd. All rights reserved.

  • 6. Lorange, P.
    et al.
    Roos, Johan
    Norwegian School of Management.
    Brønn, P. S.
    Building successful strategic alliances1992In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 25, no 6, p. 10-17Article in journal (Refereed)
    Abstract [en]

    In this paper we will discuss (1) why a firm would want to go into a strategic alliance, (2) the different types of alliance, and (3) guidelines to follow when forming an alliance. © 1992.

  • 7.
    Melin, Leif
    Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management).
    Strategies in Managing Turnaround1985In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 18, no 1, p. 80-86Article in journal (Refereed)
  • 8.
    Netz, Joakim
    et al.
    Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.
    Svensson, Martin
    Blekinge Institute of Technology, Department of Industrial Economics, Karlskrona, Sweden.
    Brundin, Ethel
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO).
    Business disruptions and affective reactions: A strategy-as-practice perspective on fast strategic decision making2019In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872Article in journal (Refereed)
    Abstract [en]

    This study examines management teams' work in making fast strategic decisions under extreme time pressure. Focusing on affective reactions as behavioural responses to business disruptions due to unforeseen events, we elaborate the strategy-as-practice perspective by drawing upon qualitative and quantitative datasets collected from 39 sites in a corporate setting over three consecutive phases during a four-year period. The data show two types of patterns: intensity-focused and type-focused affective reactions in management teams' use of management tools as part of mental shortcuts when making fast decisions. These patterns are contingent on whether the teams functioned in contexts that had previous experience of management of similar unforeseen events. Affective reactions in the use of tool-based mental shortcuts unveil a mechanism of practices that explains middle management teams’ strategic actions during business disruption due to unforeseen events. While research predominantly suggests that affect is “bad” for management teams in crisis-related contexts, we find that this view is misleading. Affective reactions not only hinder but also aid crucial information exchanges between middle management teams and corporate levels while making strategic decisions under extreme time pressure. Therefore, we propose a reconceptualized view of managing fast strategic decision making and discuss the implications for theory and practice.

    The full text will be freely available from 2022-08-17 00:00
  • 9.
    Nordqvist, Mattias
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership. Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management).
    Melin, Leif
    Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership. Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management).
    Strategic Planning Champions: Social Craftspersons, Artful Interpreters and Known Strangers2008In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 41, no 3, p. 326-344Article in journal (Refereed)
  • 10. Roos, G.
    et al.
    Roos, Johan
    Measuring your company's intellectual performance1997In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 30, no 3, p. 413-426+325Article in journal (Refereed)
    Abstract [en]

    It is individuals who own and control the knowledge of organizational members, the chief source of competitive advantage. Intangible assets often tell one more about the future earnings of the company than today's conventional measures. Until 1980, competitive advantage was based on understanding the competitive environment. Then came the "resource-based" perspective. It became apparent that knowledge was a, if not the, key to sustainable competitive advantage. This touched on invisible assets and core competencies. Strategic management has now in fact shifted from looking externally to the realization that "internal" resources are the tools which need to be exploited. Kaplan and Norton introduced the "Balanced Scorecard" techniques which Skandia used as the foundation for its measurement of intellectual capital. The issues that are involved include treating intellectual capital as the sum of the company's hidden assets which are the most important source of competitive advantage and visualizing intellectual capital systematically. The findings of a research study showed a welcome for the explicit recognition of what intellectual capital was all about as well as a categorization of intellectual capital as human, customer relationship, business processes, organizational and intellectual. Models were developed which resulted in a number of conclusions. Maturity, clear goals and explicit commitment are essential. The intellectual capital (IC) system should focus on long-term earning capability and must be based in corporate culture. A set of indicators needs to be provided for each IC category. The balance sheet approach to IC does not provide information on the move from one category to another ; it is only a snapshot. There appear to be three methods of deriving indicators. One is to develop those which are firmly based on the driving forces behind the vision. Second, they need to be grounded in the selected intellectual capital categories and third, they need to reflect the intercapital flows. There are many difficulties in dealing with indicators, such as selecting the right ones, prioritizing them and making sure they are precise. An IC model needs to be able to be applied to small and large firms, parts as well as the whole. To be viable, an IC system has to be aligned with existing managerial processes. The conclusions from this research need to be tested with a larger sample. This will allow the development of a dimension-free process model for managing intellectual performance and arriving at an index such as Return on Intellectual Capital (ROIC). © 1997 Elsevier Science Ltd. All rights reserved.

  • 11.
    Roos, Johan
    et al.
    Imagination Lab. Foundation, Lausanne, Switzerland.
    Victor, B.
    Statler, M.
    Playing seriously with strategy2004In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 37, no 6, p. 549-568Article in journal (Refereed)
    Abstract [en]

    This article details two cycles of interventions and reflection in various executive development contexts led by the authors as facilitator/consultants. Their hunch that changing the constraints of strategy processes would also change the content generated was tested by changing the typical mode of work to that of 'serious play' and modifying the usual medium from verbal, computer and two-dimensional text and graphic by the introduction of 3-D media (LEGO bricks). The authors examine the potential for using serious play in the particular organizational challenge of making strategy, and highlight the capacity of 'action research' to contribute simultaneously to both academic understanding and practical value. © 2004 Elsevier Ltd. All rights reserved.

  • 12.
    Roos, Johan
    et al.
    Dept. of Gen. Mgmt. and Strategy, IMD, Lausanne, Switzerland.
    Whitehill, M.
    Exploring the Concept of Intellectual Capital (IC)1998In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 31, no 1, p. 150-153Article in journal (Refereed)
1 - 12 of 12
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