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作者：Bowen, HP; Wiersema, MF
作者单位：University of California System; University of California Irvine; KU Leuven; Vlerick Business School
摘要：Since the mid-1980s U.S. domestic fit-ins have faced significant increases in foreign-based (i.e., import) competition as reductions in barriers to international commerce have resulted in markets and industries becoming increasingly global. Despite the growing and widespread importance of foreign-based competition, the influence that such competition may exert oil corporate diversification strategy is a question largely overlooked in the strategic management literature. This paper examines the...
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作者：Moran, P
作者单位：University of London; London Business School
摘要：This paper examines the impact of managers' social capital on managerial performance. Two dimensions of social capital are compared-the structural embeddedness (i.e., configuration) of a manager's network of work relations and the relational embeddedness (i.e., quality) of those relations. Based on a sample of 120 product and sales managers in a Fortune 100 pharmaceutical firm, this paper presents evidence indicating that both elements of social capital influence managerial performance, althou...
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作者：Love, EG; Nohria, N
作者单位：University of Illinois System; University of Illinois Urbana-Champaign; Harvard University
摘要：We conceptualize downsizing as all attempt to reduce organizational slack. We suggest that the degree to which downsizing will improve firm performance will be contingent oil conditions under which the downsizing occurs. We emphasize the level of organizational slack as all important contingency, and also examine two other contingencies: (1) whether the scope of the downsizing is narrow (restricted to personnel reductions) or broad (involves organizational redesign); and (2) if the downsizing ...
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作者：Cantwell, J; Mudambi, R
作者单位：Pennsylvania Commonwealth System of Higher Education (PCSHE); Temple University; Rutgers University System; Rutgers University Newark; Rutgers University New Brunswick
摘要：The determinants of R&D intensity differ between subsidiaries in a multinational enterprise (MNE). Previous literature suggests that whether a subsidiary achieves a competence-creating output mandate depends on the qualities of its location. R&D strategies in competence-creating subsidiaries are supply-driven while those in purely competence-exploiting subsidiaries are demand-driven. Using data on U.K. subsidiaries of non-U.K. MNEs, we find that the level of subsidiary R&D depends on MNE group...
