Environment, management attitude, and organizational learning in alliances

Srivastava, Prashant; Frankwick, Gary L.

doi:10.1108/00251741111094491

Cited by 31 publications

(30 citation statements)

References 57 publications

(67 reference statements)

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“…A possible explanation might be related to the limited management attitudes that characterize small firms (Benmore and Palmer, 1996), which often adopt a conservative approach, especially when they have to make changes such as the conquest of new markets (Donckels and Fröhlich, 1991). Furthermore, according to Srivastava and Frankwick (2011), management attitudes may have been moderated by the recent market changes and financial crisis. In any case, not all the features that relate to management attitudes influence export behavior (Suárez-Ortega and Álamo-Vera, 2005).…”

Section: Resultsmentioning

confidence: 99%

Network contract and internationalization: evidence from Italian firms

Rubino

Vitolla

Garzoni

2019

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Purpose The purpose of this paper is to understand the effect of the network contract (NC) on the internationalization of Italian firms to evaluate whether and how network characteristics, management perceptions and governance influence firms’ degree of internationalization (DOI). Design/methodology/approach By using the data from a survey of 350 Italian firms that joined a network in 2012, hierarchical regression analyses were applied to test four hypotheses. Findings Network size and diversity as well as management attitudes and perceptions influence firms’ exports. However, only network diversity is positively related to the number of markets in which firms operate. A positive direct effect of network diversity on network managers’ activities and a significantly indirect effect via network managers’ activities also exist. Practical implications Network diversity is crucial for achieving better results in foreign markets. Interacting with diverse network participants can help firms manage diversity, expressed in terms of information, resources and competencies, helping overcome the barriers that hinder the internationalization process. The presence of an efficient network manager should facilitate the achievement of firms’ internationalization objectives. Originality/value This research is one of the first studies to analyze the effects of an Italian NC on firms’ internationalization. From a theoretical standpoint, it adds to the literature a specific analysis that relates primarily to small firms, showing that, in this context, the results are not always consistent with those of prior studies.

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Section: Resultsmentioning

confidence: 99%

Network contract and internationalization: evidence from Italian firms

Rubino

Vitolla

Garzoni

2019

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“…Task environment is the external condition that affects the organization's internal behavior and functioning of firm (Dess & Beard, 1984;Srivastava & Frankwick, 2011). One major aspect of task environment is technological turbulence which defined as "the rate of technological change in the industry" (Kohli & Jaworski, 1990), and is believed to influence firm's governance decisions and determine the value of various governance structures (Dess & Beard, 1984;Claussen, Kretschmer, & Stieglitz, 2015;Qian, Yang, & Li, 2016), such as the formation of alliances (Hagedoorn, 1993), the effects of contract governance (Lee and Cavusgil, 2006) and "guanxi" (Gu, Hung, and Tse, 2008).…”

Section: Task Environment and Institutional Environmentmentioning

confidence: 99%

Contract-Based Knowledge Protection and Cooperation Performance

Wang

Zhang

2020

Proceedings

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Contract-based knowledge protection and cooperation performance: The effects of technological turbulence and legal system completeness ABSTRACT This study examines the direct effects of technological turbulence and legal system completeness on firm's contract-based knowledge protection and their moderating effects on the relationship between contract-based knowledge protection and cooperation performance. The model is tested using survey data collected from 227 manufacturing firms in China. It finds that technological turbulence and legal system completeness both have a significant and positive effect on contract-based knowledge protection. In addition, technological turbulence weakens the positive relationship between contract-based knowledge protection and cooperation performance, while legal system completeness strengthens the same relationship. The findings enrich our knowledge on how task and institutional environments are related to performance outcomes through shaping firm's behaviors and provides insight into firm's knowledge protection measures in cooperation.

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“…Elisenhardt and Martin (2000) also addressed the importance of the environment in analyzing the effect of capabilities in organizational learning because different degrees of turbulent environments imply different valuations of dynamic capabilities. Srivastava and Frankwick (2011) found that the degree of environmental turbulence affects the way organizational learning takes place including the focus in attitude, intent, and receptivity toward OL by top management.…”

Section: Cognition Affects Actionmentioning

confidence: 99%

The Impact Of Environmental Turbulence On Organizational Learning

Kipley¹,

Helm-Stevens²,

Lookinbee-Kipley³

2018

ABR

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Organizational learning (OL) is an area of business study that is continually expanding and developing new methods for effectively responding to the dynamic and disruptive shifts that occur in the environment. Firms that are best able to envisage and interpret environmental shifts and then proactively position their organization through an effective system of OL will increase the probability of developing a source of competitive advantage. This advantage centers on the organizations ability to interpret the external data and apply this knowledge to the capabilities processes used by the organization. Through application of this knowledge, research has shown that enhanced organizational capabilities performance such as increasing the speed of fostering innovation, product/market creativity, knowledge application and transfer will occur, to name but a few, will occur. As a firm's organizational learning process is influenced by and in many cases rooted in their responsiveness to the environmental turbulence, a reasonable extension of logic would be that the environment turbulence has an effect on the efficacy of organizational learning. Properly designed and implemented organizational learning processes are key for organizations to assess the true level of environmental turbulence. Only by evaluating and responding to a properly assessed level of turbulence can the firm align their capabilities with their strategy. Therefore, in order to outperform the competitors, organizations will need to be more proactive in creating its "future by design" which requires more creative strategic "thinking" rather than "planning" in the rigid, traditional manner.

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Environment, management attitude, and organizational learning in alliances

Cited by 31 publications

References 57 publications

Network contract and internationalization: evidence from Italian firms

Network contract and internationalization: evidence from Italian firms

Contract-Based Knowledge Protection and Cooperation Performance

The Impact Of Environmental Turbulence On Organizational Learning

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