Performance, Aspirations and Risky Organizational Change.

Greve, Henrich R.

doi:10.5465/ambpp.1996.4980460

Cited by 333 publications

(685 citation statements)

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“…Evidence for threat rigidity is relatively rare (for examples, see Audia/Greve (2006) and Wiseman/Bromiley (1996)), as most prior studies found empirical support for prospect theory (Bowman 1982, Fiegenbaum/Thomas 1988, Greve 1998, 2003a, 2003b, Miller/Chen 2004. It is possible that the support for the threat-rigidity perspective in this study may be culturally specific to the Japanese context.…”

Section: Discussionmentioning

confidence: 68%

“…The level of risk associated with a strategy is closely related to the levels of uncertainty and controllability the strategy permits. Managers consider certain strategies, such as acquisitions and innovation, to be risky in part because the consequences of these strategies are usually less known than other strategies (Greve 1998, Palmer/Wiseman 1999. Managers can avoid these types of risks by exiting uncertain businesses and environments, because it yields fairly predictable results (Eisenmann 2002).…”

Section: Internationalization As a Risky Strategymentioning

confidence: 98%

“…These targets are determined by the actions of other similar firms and by the firm's own history and they are used in managerial decision-making (Cyert/March 1963). Greve (1998) also argued that decision-makers interpret firm performance by comparing it with historical (based on own performance history) and social (based on similar others' performance) targets. Greve found that in the radio broadcasting industry strategic change was less likely when performance was above social and historical targets.…”

Section: Firm Performance and Internationalizationmentioning

confidence: 98%

“…Following previous studies (Bromiley 1991, Greve 1998, 2003b, Miller/Chen 2004, Wiseman/Bromiley 1996, we developed two target performance measures using a firm's historical performance and that of its industry. A few empirical studies have modeled target performance as a linear combination of a firm's historical performance and industry performance (e.g., Wiseman/Bromiley 1996), yet it is unclear how firms weigh their own performance relative to the performance of other firms (Miller/Chen 2004).…”

Section: Relative Performancementioning

confidence: 99%

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How Firm Performance Affects Internationalization

Jung

Bansal

2009

Manag Int Rev

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0Only a few studies have investigated whether a firm's performance has an effect on its internationalization. These studies, focusing on actual firm performance, have suggested a resource-based argument and generally found non-significant results. 0In this paper, we argue that relative firm performance is critical in determining a firm's internationalization because it influences a firm's attitude toward risk-taking. We apply prospect theory to predict this relationship. 0Using time-series, cross-sectional analysis of 701 Japanese firms from 1993 to 1998, we uncovered an inverted-U shaped relationship between a firm's relative performance and its degree of internationalization using its historical performance target. As compared to the industry target, relative performance showed a positive impact on a firm's internationalization.

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Section: Discussionmentioning

confidence: 68%

Section: Internationalization As a Risky Strategymentioning

confidence: 98%

Section: Firm Performance and Internationalizationmentioning

confidence: 98%

Section: Relative Performancementioning

confidence: 99%

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How Firm Performance Affects Internationalization

Jung

Bansal

2009

Manag Int Rev

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“…In a parallel manner, the decision maker may have a limited influence on the environment or group (Ching et al 1992;Harrison and Harrell 1993;Staw and Hoang 1995;Tenbrunsel 1998;Greve 1998;Wade-Benzoni et al 2002). Completely embedded individuals have a bidirectional relationship with external factors (Wood and Bandura 1989) where the decision process impacts others and is impacted by the context (Hambrick et al 2005;Plowman et al 2007).…”

Section: From Action To a Range Of Embeddednessmentioning

confidence: 98%

Assumptions in Decision Making Scholarship: Implications for Business Ethics Research

Martin

Parmar

2011

J Bus Ethics

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While decision making scholarship in management has specifically addressed the objectivist assumptions within the rational choice model, a similar move within business ethics has only begun to occur. Business ethics scholarship remains primarily based on rational choice assumptions. In this article, we examine the managerial decision making literature in order to illustrate equivocality within the rational choice model. We identify four key assumptions in the decision making literature and illustrate how these assumptions affect decision making theory, research, and practice within the purview of business ethics. Given the breadth of disciplines and approaches within management decision making scholarship, a content analysis of management decision making scholarship produces a greater range of assumptions with finer granularity than similar scholarship within business ethics. By identifying the core assumptions within decision making scholarship, we start a conversation about why, how, and to what effect we make assumptions about decision making in business ethics theory, research, and practice. Examining the range of possible assumptions underlying current scholarship will hopefully clarify the conversation and provide a platform for future business ethics research.

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Managerial cognition and the mimetic adoption of market positions: what you see is what you do

1998

Self Cite

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Managers planning to abandon a market position need to find a promising alternative, and face a choice of inventing a new market position or entering an existing one. The great uncertainty on the consequences of different actions leads them to rely on other organizations for information on how to compete, making adoption of existing market positions likely. Their wish to avoid direct rivalry and maximize growth leads them to seek out information on new market positions with few incumbents. As a result, recently innovated market positions are mimetically adopted by organizations that can easily observe previous adoptions and see them as relevant to their market situations, increasing the market differentiation. This theory is tested and supported by analysis of the spread of new radio formats in the United States. © 1998 John Wiley & Sons, Ltd.

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Performance, Aspirations and Risky Organizational Change.

Cited by 333 publications

References 0 publications

How Firm Performance Affects Internationalization

How Firm Performance Affects Internationalization

Assumptions in Decision Making Scholarship: Implications for Business Ethics Research

Managerial cognition and the mimetic adoption of market positions: what you see is what you do

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