Will the new competitive landscape cause your firm's decline? It depends on your mindset

Lahiri, Somnath; Pérez‐Nordtvedt, Liliana; Renn, Robert W.

doi:10.1016/j.bushor.2008.02.004

Cited by 64 publications

(81 citation statements)

References 13 publications

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“…Strong external rivalry poses external threats to the success of the firm, which in turn coalesce and mobilize managers to share their knowledge internally, as well as apply others' knowledge, even if it is unfamiliar, to better fend off these threats (Lahiri et al 2008). Thus, external competitive rivalry may pressure individual managers to ensure their current knowledge space is exploited to the fullest and enriched with new knowledge (Porter 1996), such that an ambidextrous posture can be more effectively implemented and benefit the entire firm.…”

Section: External Rivalrymentioning

confidence: 99%

“…Internal hurdles to effective knowledge combination may exist, particularly the extent to which managers aim to protect their own "turf" to ensure their preferential access to company resources (Luo et al 2006). Further, external market circumstances may affect managers' perceptions of the necessity of involuntarily combining and leveraging their own knowledge base with that of others (Lahiri et al 2008). To this end, we considered the moderating roles of two dimensions of SMEs' competitive environment (internal and external) in the relationship between their contextual ambidexterity and performance.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…High levels of external rivalry and associated perceptions of external threats to the firm may bring managers together, across the firm's ranks, such that these conditions motivate them to openly share function-specific knowledge with one another, with the ultimate goal of defending the firm as a whole against outside threats (Lahiri et al 2008). Similarly, previous research acknowledges the interplay between external competitive rivalry and firms' strategic actions, such that external competitive intensity increases the need to leverage and renew the existing knowledge base by exhibiting a strong market orientation (Kohli and Jaworski 1990).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

See 2 more Smart Citations

Contextual ambidexterity in SMEs: the roles of internal and external rivalry

Clercq¹,

Thongpapanl²,

Dimov

2013

Small Bus Econ

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This research seeks to extend research on SMEs and ambidexterity by investigating contingency factors that influence the relationship between contextual ambidexterity and SME performance. Acknowledging the importance of internal knowledge flows in leveraging ambidexterity, it offers unique insights into how internal and external rivalry conditions influence the performance outcomes related to an ambidextrous posture. Using a sample of Canadian-based SMEs, the study shows that the contextual ambidexterityperformance relationship is suppressed at higher levels of internal rivalry and amplified at higher levels of external rivalry. The findings suggest that developing an ambidextrous posture should not be an end by itself, and point to the need for SMEs to understand how features of their internal and external environments impact the performance consequences of such posture.

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Section: External Rivalrymentioning

confidence: 99%

Section: Theoretical Implicationsmentioning

confidence: 99%

Section: Theoretical Implicationsmentioning

confidence: 99%

See 1 more Smart Citation

Contextual ambidexterity in SMEs: the roles of internal and external rivalry

Clercq¹,

Thongpapanl²,

Dimov

2013

Small Bus Econ

View full text Add to dashboard Cite

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“…The participants agree with the changing of the mindset for the preservation of environment since it is very significant for the life of all creatures. The changing of the mindset can be done by influencing components forming the mindset itself (Lahiri, Perez-Nordtvedt, & Renn, 2008), such as providing knowledge dan new experience using Continuing Professional Education as one alternative media. For the time being, Continuing Professional Education related to environmental accounting was once held in the head office, but has never been held by the regional are because the boards of regional area of accounting professional body are worried about the low interest in environmental accounting subject.…”

Section: Factors Affecting Environmental Awarenessmentioning

confidence: 99%

Environmental Awareness and The Role of Public Accounting Professional Bodies in Indonesia: A Brief Reflection

Alimbudiono

Suhartini

2014

ISEA

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This study aims to give an insight about environmental awareness from public accountant and the role of Indonesian accounting professional bodies in ensuring professional sustainability. A naturalistic method was applied to get deep understanding about the perspectives of the boards of professional bodies as a representation from the condition of public accountants in general. Data collection methods used in this study were interviews and focus group discussion. The findings highlight a variety of perspectives on knowledge of environment, interest in environmental accounting and moral responsibility on environmental damage. This variation shows different levels of awareness and it is mainly caused by the lack of law enforcement and no mandatory standards on environmental issues. This condition will threat legitimacy of accounting profession and finally, be able to endangered professional accounting sustainability. Limitations are about the scope and sample,which provide insights of the boards of public accountant professional bodies on environmental accounting issues. Future studies should be done on other accounting fields such as environmental audit, environmental accounting and reporting <br />and environmental costing.

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“…Jokinen (2005) equated global mindset with global competencies and advanced certain guidelines for building it. To Lahiri et al (2008), global mindset is the ability to view the world using a broad perspective that transcends a tunnel view and myopic perspective. Of course both developments, the geographic and operational expansion, and global mindset, take place gradually (Johanson andVahlne, 1977; Kedia, andMukherji, 1999).…”

Section: Introductionmentioning

confidence: 99%

A measure of international managers’ mindset

Fatehi

Ghadar

2014

Int Journal of Commerce & Mgt

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Purpose -This paper aims to identifying managerial mindset by constructing a cognitive or integrative geocentrim index. Going international is either an extension of successful domestic business operations or a requirement for remaining competitive. It is imperative for firms to be a part of the international market. Therefore, firms should want to know how internationalized are their operations. To gain such knowledge requires measuring the degree of internationalization, which, in turn, is related to "managerial mindset". Design/methodology/approach -Based on literature review, four dimensions of integrative geocentrism were identified, which also dealt with content validity of the index. A questionnaire was constructed reflecting these dimensions. The sample of 59 managers, whose jobs were involved in international business, completed the questionnaire. Reliability was established using Cronbach's alpha. Findings -The construction of this index was an attempt in providing an objective way of measuring managerial mindset, which could be a way of measuring the degree of internationalization of firm. Research limitations/implications -Cronbach's alpha was used to measure the reliability of the index. It was within the acceptable range. Future research could expand upon this index by improving its reliability and expanding the range of question items. Practical implications -Often, a question is posed about the international standing of a firm, either by the managers inside the firm or by others outside. Almost always, the answer to such a question is an opinion and a guess. The application of this index enables firms to respond to such a question objectively. Social implications -Information on the mindset of multinational company (MNC) managers would be useful in identifying how to overcome the shortcomings. Originality/value -This index is useful to MNC as a measure of internationalization progress. The benefits of the index are twofold. First, it generates an understating about the mindset of managers. Second, it identifies needed changes and corresponding necessary actions.

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Will the new competitive landscape cause your firm's decline? It depends on your mindset

Cited by 64 publications

References 13 publications

Contextual ambidexterity in SMEs: the roles of internal and external rivalry

Contextual ambidexterity in SMEs: the roles of internal and external rivalry

Environmental Awareness and The Role of Public Accounting Professional Bodies in Indonesia: A Brief Reflection

A measure of international managers’ mindset

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