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  • 1.
    Ericson, Mona
    Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
    Toward a sensed decision-making approach2010In: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070, Vol. 48, no 1, p. 132-155Article in journal (Refereed)
    Abstract [en]

    Purpose – To call attention to the relative neglect in strategic decision-making research to include a sense dimension, proposing a broadened conceptualization of strategic decision-making that accounts for the processes through which managers generate sense when exposed to turbulence in their environments.

    Design – Based on scholarly writing and empirical-oriented examples, the paper illustrates how managers cope with unusual and unexpected situations, and discusses fruitful directions for future research.

    Findings – When faced with turbulence, managers generate and communicate sense through believing in and arguing for a certain course of action, and through meeting talk and interaction that entwine with emotions. The focus on both retrospective and prospective orientation of action unfolds a sense dimension integral to which are belief and emotion.

    Research implications – Important questions for future research concern the role ‘plausibility’ plays in strategic action, the relationship between retrospective and prospective orientation of action, and the information conveyed by emotions.

    Practical implications – The paper could contribute to an increased awareness among practitioners that they can act effectively when coping with turbulence simply by making plausible sense, and encourage reconciliation between calculative rationality and emotion, in practice promoting their complementarity.

    Originality/value – The paper affords a broadened conceptualization of strategic decision-making through interrelating scholarly writing on strategic decision-making, sense-making and emotion. It also draws inspiration from Polanyi’s (1966) work on tacit dimension and knowing, furthering an understanding of how retrospective and prospective orientation unfold in connection with a tacit relation, constituting a so-called sense-made reality.

  • 2.
    Melander, Anders
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO).
    Löfving, Malin
    Jönköping University, School of Engineering, JTH, Industrial Engineering and Management. Jönköping University, School of Engineering, JTH. Research area Industrial Production.
    Andersson, David
    Träcentrum, Sweden.
    Elgh, Fredrik
    Jönköping University, School of Engineering, JTH, Product Development. Jönköping University, School of Engineering, JTH. Research area Product Development - Computer supported engineering design.
    Thulin, Mikael
    Träcentrum, Sweden.
    Introducing the Hoshin Kanri strategic management system in manufacturing SMEs2016In: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070, Vol. 54, no 10, p. 2507-2523Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to explore the basic principles and introduction of the Hoshin Kanri (HK) strategic management system, as related to the management practices in manufacturing small- and medium-sized enterprises (SMEs).

    Design/methodology/approach – This paper reports the findings from the introduction of HK to four manufacturing SMEs by following an assistance support-based research approach where teams of coaches and researchers observed and learned from the introduction phase. The overall design of the project is theory building and learning oriented.

    Findings – It is suggested that the successful introduction of a strategic management system in manufacturing SMEs has to balance the inherent level of formalization therein, with the individual company’s management practices. Based on HK as the strategic management system, pDCA is proposed as an alternative approach to the introduction, matching differences in management practices.

    Research limitations/implications – The explorative nature of this research provides room for subsequent studies by elaborating the knowledge on the introduction of strategic management systems in SMEs.

    Practical implications – Awareness of the existing managerial practices is essential when introducing a new strategic management system in manufacturing SMEs. Such awareness is the starting point of customizing the introduction, so that proper levels of engagement and flexibility can be balanced with increasing systematic formalization, and optimized adequacy.

    Originality/value – Following an assistance support-based research approach the result of this research project is summarized in the iterative pDCA model emphasizing engagement and flexibility when incrementally introducing strategic management systems in SMEs. This model addresses a hitherto under-researched topic in strategic management.

  • 3.
    Muñoz-Bullón, Fernando
    et al.
    Department of Business Administration, Universidad Carlos III de Madrid, Madrid, Spain.
    Sanchez-Bueno, María J.
    Department of Business Administration, Universidad Carlos III de Madrid, Madrid, Spain.
    Nordqvist, Mattias
    Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO). Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    Growth intentions in family-based new venture teams: The role of the nascent entrepreneur’s R&D behavior2019In: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070Article in journal (Refereed)
    Abstract [en]

    Purpose: The purpose of this paper is to investigate how family ties in new venture teams (NVTs) influence the intended future growth of a nascent entrepreneur’s business. The authors posit that R&D-oriented entrepreneurs in NVTs with family ties have higher growth intentions relative to those who are less oriented toward R&D.

    Design/methodology/approach: The hypotheses were tested using data from the Panel Study of Entrepreneurial Dynamics II (PSED II). One distinctive feature of the PSED is that it is based on a random sample of 1,214 nascent entrepreneurs in the process of starting new ventures in the USA, which overcomes the recall biases associated with surveying entrepreneurs already in business and potential survivorship biases.

    Findings: The results show that growth intentions in NVTs with family ties is greater when the nascent entrepreneur shows an R&D behavior, even though the presence of family members in the team is negatively related to the intentions of nascent entrepreneurs with regard to new venture growth. This effect is attributed to entrepreneurs’ long-term vision and a more favorable attitude toward change.

    Research limitations/implications: Data on startup teams in the PSED II come from one team member (the respondent). Therefore, differences in perceptions regarding growth intentions cannot be determined. Moreover, the sample consisted exclusively of nascent entrepreneurs in the USA.

    Practical implications: Knowledge about the determinants of growth intentions during the venture creation phase becomes relevant if we want to influence and support the growth of newly founded firms. Nascent entrepreneurs need to understand the trade-off between emotional and financial concerns.

    Social implications: Nascent entrepreneurs more oriented toward R&D become more risk tolerant, and may accept certain losses to their emotional endowment in favor of pure financial goals, being more able to access the additional external resources (tangible and intangible) needed for growth.

    Originality/value: The research expands previous evidence on the family involvement-performance debate in large firms by focusing on new ventures with family ties, with distinctive characteristics that may affect growth intentions. The authors also shed new light on the interplay between family business and entrepreneurship. In particular, the research helps gain an understanding of how NVTs with family ties deal with the opposition between the benefits from venture growth and the tendency to preserve team member’s emotional attachment. 

  • 4.
    Pesämaa, Ossi
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Centre for Innovation Systems, Entrepreneurship and Growth .
    Hair Jr, Joseph Franklin
    More than friendship is required: An empirical test of cooperative firm strategies2007In: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070, Vol. 45, no 3, p. 602-615Article in journal (Refereed)
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