Strategic Heterogeneity and Firm Performance: A Coevolutionary View

Dagnino, Giovanni Battista; Cinici, Maria Cristina

doi:10.2139/ssrn.960635

Cited by 3 publications

(22 citation statements)

References 44 publications

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“…, 2021). This paradigm by RBV highlights the dissimilarities of firms' performances that could be explained by their specific behaviors and resources (Dagnino and Cinici, 2016; Oyewobi et al. , 2019).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Strategic orientations and firm performance: the role of information technology adoption capability

Nugroho

Prijadi

Kusumastuti

2022

JSMA

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PurposeThis study aims to investigate the multiple entrepreneurial, technology and marketing orientations effects on education service firm performance (FP) and the mediating role of information technology (IT) adoption capability.Design/methodology/approachEmpirical research based on 535 education service small and medium enterprises (SMEs) in Indonesia and Singapore. Various validity and reliability tests were carried on before the actual analysis was conducted using structural equation modeling.FindingsThe results conclude that IT adoption capability is crucial for entrepreneurial and technology orientation (TO) to produce higher FP. This finding supports that IT capability is effective at helping firms implement their strategic orientations (SOs). In addition, market orientation (MO) influence on FP is more direct than other orientations under investigation.Practical implicationsThis study suggests that SOs, particularly entrepreneurial and technology, enable managers to improve FP via the development of IT adoption capability. The result shows that firms with multiple SOs would be able to respond to market challenges, utilize new technology and become more innovative, which eventually yields higher performance.Originality/valueThis study extends the understanding of multiple SOs influence on FP using the mechanism of IT adoption capability.

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Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Strategic orientations and firm performance: the role of information technology adoption capability

Nugroho

Prijadi

Kusumastuti

2022

JSMA

View full text Add to dashboard Cite

show abstract

“…Finally, the RGT may be better at accessing a manager's underlying reality than a depth interview, owing to the possibility of interviewer bias and subtleties of the thought captured by the technique (Rogers & Ryals, 2007;Ketchen et al, 2008). Finally, RGT is scalable (Kruskal & Wish, 1978b), supporting studies with small samples (Wright, 2004) as well as studies employing large sample sizes (Dagnino & Cinici, 2016;Wright, 2015;Hodgkinson & Healey, 2008;Brown, 1992). Literature provides examples of RGT used with samples as small as five subjects (Malmström et al, 2015), samples from 10 to 50 interviewees (e.g., Rogers & Ryals, 2007;Calori et al, 1994;Bingham & Eisenhardt, 2011), and samples of over 200 respondents (Hodgkinson, 2005).…”

Section: Repertory Grid Technique (Rgt)mentioning

confidence: 91%

“…Recent extensions of naturalistic decision-making include the explicit recognition of technology as part of the decision context and the incorporation of features of the dynamic model of situated cognition (e.g., individual states, traits, and social factors) to make the decision-making model responsive to momentary context (Shattuck, 2006). Scholarship on practice further underlines the inseparability of human and material context (e.g., decision-support tools and technology) (Dagnino & Cinici, 2016;Kouamé & Langley, 2018).…”

Section: Contextmentioning

confidence: 99%

“…These distinguishing characteristics were then used to construct an additional "simple" non-paradoxical decision situation with none of the distinguishing characteristics and against which any broadly paradoxical situation might be compared. Categories of entities, including decisions, often gain meaning through comparison with their opposites (Dagnino & Cinici, 2016;Rogers & Ryals, 2007). The intention of including a contrasting simple decision situation in the spectrum was to provide such a clarifying opposite.…”

Section: Figure 2 -A Three-step Development Process To Produce a Deci...mentioning

confidence: 99%

“…When these perspectives and foci are used to form a matrix, the resulting overview of the literature on decision-making, paradox, and engagement is shown in Table 2. The cells in this matrix are by no means fixed, absolute, or impermeable (Dagnino & Cinici, 2016;Kouamé & Langley, 2018;Eisenhardt et al, 2010;Västfjäll et al, 2016;Edwards et al, 2000).…”

Section: Integration Of Decision-making Paradox and Engagementmentioning

confidence: 99%

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This study explores the thinking behind decision-making when paradoxical tensions are present. The decision-making norm consists of ignoring rather than engaging with underlying paradoxical tensions. This study supports the idea that engaging with paradoxical tensions at a cognitive level is influenced by the kind of tensions involved in the decision situation. This study also points to two cognitive dimensions that decision-makers use to distinguish between types of decisions: information use and contextual focus. Finally, this study offers the possibility that a class of decisions with paradoxical tensions requiring information for cognitive exploration and a focus on external context has yet to be identified.Thank you to my thesis supervisor, Dr. Linda Schweitzer, and thesis advisors, Dr. Luciara Nardon and Dr. Michael Hine for their guidance and support. Thank you also to my family for their patience and encouragement.

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The culture of a company is shaped and reinforced by its senior management team, which plays a major role in guiding and motivating employees and teams. This team serves as the core hub and driving force behind the organization's operations. These people effectively communicate their objectives, establish a well-defined and feasible plan for attaining those objectives, and, of utmost significance, inspire and enable all other members inside the company to achieve success. The objective of this study is to conduct a comprehensive analysis of the existing empirical research pertaining to the correlation between the attributes of executive leadership teams (ELTs) and the performance outcomes of entrepreneurial enterprises. A comprehensive literature review was done, including 33 empirical studies that examine the relationship between ELT and academic achievement. The study included a meticulous analysis and synthesis of the quantitative research conducted within this domain. The findings derived from the comprehensive analysis of existing literature indicate that the association between ELTs (namely heterogeneity and demographics) and the operational outcomes of enterprises of entrepreneurs is not a simple or linear one. Consequently, more research is required to delve deeper into this domain and get a more comprehensive understanding of the underlying dynamics. The author examines the theoretical and empirical literature on the demography and heterogeneity of ELT in connection to the performance of companies. The study also explores potential moderators and mediators that influence the link between the composition of ELT and firms' performance.

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Strategic Heterogeneity and Firm Performance: A Coevolutionary View

Cited by 3 publications

References 44 publications

Strategic orientations and firm performance: the role of information technology adoption capability

Strategic orientations and firm performance: the role of information technology adoption capability

A Mixed Methods Study of Paradoxical Tensions in Decision-Making: Engage or Ignore?

A Review of Executive Leadership Charateristics and Performance of Firms

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