Articles scientifiques

A structural approach to handling endogeneity in strategic management: the case of RBV

A. NANDIALATH, J. DOTSON, R. DURAND

European Management Review

avril 2014, vol. 11, n°1, pp.47-62

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

Mots clés : Resource based view, Bayesian modeling, Endogeneity, Structural modeling, Competitive strategy


In this paper we posit that the lack of consensus about empirical tests of resource based view (RBV) could be the result of endogenous resource picking on the part of firms. If resources are endogenously selected, regression based methods that examine their connection to firm performance will be mis-estimated. We show that traditional remedies for endogeneity do not resolve this problem when returns to resources are heterogeneous (as theorized under RBV) and when managers act with at least partial knowledge of the expected, idiosyncratic return (as theorized under the strategic factor market hypotheses). As such, we develop a Bayesian approach that solves this endogeneity problem by directly incorporating resource picking into the modeling framework. We illustrate the validity of our approach through the use of a comprehensive simulation study and show that our proposed approach outperforms traditional linear models (including traditional cures of endogeneity and unobserved heterogeneity) under a variety of conditions. Our findings suggest that: (1) research in strategy requires a more careful and deeper understanding of potential sources of endogeneity and (2) the use of Bayesian methods in management can help develop more theoretically motivated empirical approaches to hypothesis testing

Behavioral patterns in born-again global firms

P. SCHUEFFEL, R. BALDEGGER, W. AMANN

Multinational Business Review

2014, vol. 22, n°4, pp.418-441

Départements : Stratégie et Politique d’Entreprise

Mots clés : Born-again global firms, International entrepreneurship, Internationalization behavior, Internationalization theories


Purpose – The purpose of this paper is to identify factors that influence so-called born-again global firms’ internationalization behavior. Specifically, this article explores the following questions: why do mature, domestically focused firms suddenly turn into born-again global firms, how do they do so and what elements are needed for born-again global firms to be sustainable. Design/methodology/approach – Using an established international entrepreneurship model as a starting point, we extract relevant factors for a conceptual framework on born-again global firms’ internationalization activities. Case study research among a cross-sectional sample of born-again global firms is being applied for that purpose. Findings – Driven by the insufficient size of their domestic market, born-again global firms typically embark on internationalization after a generational change at the chief executive officer level. Throughout their internationalization journey, they flexibly adapt toward new needs of their foreign environments. Due to their idiosyncratic characteristics, born-again global firms deserve consideration as a separate group of research objects in the field of international entrepreneurship. Research limitations/implications – The investigated sample of case study firms was drawn across a variety of industries. As such, industry-specific conditions could not be observed and the findings from case study research run the risks of being generalized too broadly. In addition, the accuracy of the case study results may suffer from a certain degree of hindsight bias as the internationalization event took place in the past. Practical implications – Openness to learning from other markets and the flexibility to modify products according to client needs strengthen born-again global firms’ competitiveness. To endure, born-again global firms have to be innovative in adapting to changes, which makes it easier for them to launch their products in new markets. Originality/value – To date, international entrepreneurship has focused on the activities of small and newly established firms, largely neglecting the behavior of somewhat larger and established firms in traditional sectors. This study shows that established companies can exhibit the same innovative, proactive and risk-seeking behavior across borders as new ventures do. Despite their strongly rooted structures, strategies and cultures, born-again globals can flexibly adapt to new environments

Capturing Value From Innovations: The Importance of Rent Configurations

F. DUHAMEL, S. REBOUD, M. SANTI

Management Decision

mars 2014, vol. 52, n°1, pp.122-143

Départements : Stratégie et Politique d’Entreprise

Mots clés : Innovation, Business strategy


Purpose – The purpose of this paper is to devise recommendations for firms to formulate modes of value capture for their product innovations, ex ante. More specifically, the research question is: how can innovators try to maximize, ex ante, the appropriation of the rent they can derive from their innovating projects? Design/methodology/approach – A theoretical framework is developed and proposed to assess modes of value capture of product innovations and two illustrations are provided to show how the framework can work in practice for innovation projects. Findings – This paper presents a practitioner's view based on the development of an original concept of rent configuration and appropriable rent. Research limitations/implications – In terms of research limitations, the possible endogeneity of intellectual property protection and the timing of were not considered. Practical implications – The framework allows a set of predictions regarding modes of value capture for product innovators. Originality/value – The paper's contribution lies in the proposal of an integrative framework based on the concept of rent configuration, separating analytically three dimensions of innovation value, namely volume, profit and duration. This concept allows the authors to present a richer set of recommendations in comparison to previous frameworks, in order to avoid adopting the form of a yes/no decision tree that tends to over simplify the issues at stake. The authors also contemplate not only erosion effects, but also amplification effects on the rent, which constitutes another contribution of this paper.

Classification models via Tabu search: An application to early stage venture classification

S. ELHEDHLI, C. AKDEMIR, T. ASTEBRO

Expert Systems with Applications

15 décembre 2014, vol. 41, n°18, pp.8085-8091

Départements : Stratégie et Politique d’Entreprise, GREGHEC (CNRS)

Mots clés : Experts classify early stage venture proposals based on integer-valued attributes.•Model a disjunctive if-then rule as a large-scale mixed integer program.•Explore Benders decomposition and Tabu search.•Tabu search provides excellent classification accuracy.


We model the decision making process used by Experts at the Canadian Innovation Centre to classify early stage venture proposals based on potential commercial success. The decision is based on thirty-seven attributes that take values in {-1,0,1}. We adopt a conjunctive decision framework due to Åstebro and Elhedhli (2005) that selects a subset of attributes and determines two threshold values: one for the maximum allowed negatives (n) and one for minimum required positives (p). A proposal is classified as a success if the number of positives is greater than or equal to p and the number of negatives is less than or equal to n over the selected attributes. Based on a data set of 561 observations, the selection of attributes and the determination of the threshold values is modeled as a large-scale mixed integer program. Two solution approaches are explored: Benders decomposition and Tabu search. The first, was very slow to converge, while the second provided high quality solutions quickly. Tabu search provides excellent classification accuracy for predicting commercial successes as well as replicating Experts’ forecasts, opening the venue for the use of Tabu search in scoring and classification problems

Divisive Faultlines and the Unplanned Dissolutions of Multi-partner Alliances

R. HEIDL, H. K. STEENSMA, Corey PHELPS

Organization Science

septembre-octobre 2014, vol. 25, n°5, pp.1351-1371

Départements : Stratégie et Politique d’Entreprise

Mots clés : interorganizational relations; multipartner alliance; embeddedness; faultlines

http://dx.doi.org/10.1287/orsc.2014.0898


Received wisdom suggests that multi-partner alliances are relatively unstable because of their complexity and the increased potential for free-riding. Nonetheless, multi-partner alliances do benefit from built-in stabilizing third party ties that mitigate opportunism and conflict between partner pairs. Previous empirical research on multi-partner alliance stability has been inconclusive. We shed some light on these inconsistencies by recognizing that within multi-partner alliances, schisms can occur not only between a pair of partners, but also between subgroups of partners that are divided by faultlines. We suggest that divisive faultlines can form between subgroups of partners within a multi-partner alliance as a function of their prior experience with one another. When a subgroup of alliance partners have relatively strong ties to each other and weak ties to other partners, destabilizing factions can develop that hamper reciprocity among the partners. Using a longitudinal analysis of 59 multi-partner alliances, we found that in general faultlines (as modeled by the dispersion of tie strength within multi-partner alliances) increase the hazard of unplanned dissolutions. We also found that multi-partner alliances comprising a mix of centrally and peripherally positioned partners within the industry network were less apt to suffer the effects of divisive faultlines. We suggest that this is due to the greater opportunity costs of dissolution and the presence of relatively high status partners who can act as peacekeepers and coordinators of their lower status partners.

Contacts  

Département Stratégie et Politique d’Entreprise

Campus HEC Paris
1, rue de la Libération
78351 Jouy-en-Josas cedex
France

Faculté  

Bertrand QUELIN

Stratégie et Politique d'Entreprise (GREGHEC)

Voir le CV

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