Beverly B. Tyler

UNDERSTANDING THE DIFFERENCES IN KOREAN AND U.S. EXECUTIVES’ STRATEGIC ORIENTATIONS

Competitive positioning in a global market requires an understanding of the decision processes and behavioral attributes of executives from different countries. These attributes reflect the executives’ cultural background, the national policies under which they have worked, and their home country’s level of economic development (institutional context). The current research compared strategic decision models of U.S. and Korean executives and the results suggest that criteria employed by the executives from the two countries differ. Differences in institutional context between Korea and the U.S.A. were reflected in the weightings of objective criteria used by the executives. Korean executives emphasized industry attractiveness, sales and market share (because of policies that encourage growth) and U.S. executives emphasized projected demand, discounted cash flow and ROI (because of policies and institutions that focus on profitability). The results suggest the importance of understanding the strategic orientations of international competitors, partners in international strategic alliances and managers of international subsidiaries or divisions.

The complementarity of cooperative and technological competencies: a resource-based perspective

Abstract Firms today are finding it more and more challenging to maintain a competitive advantage. This paper proposes a middle range, meso-theory that argues that valuable cooperative competencies can complement technological competencies and increase the probability of original technological innovation in dynamic and uncertain industries. Using a resource-based analysis, it is argued that above average cooperative capabilities (i.e. competencies relevant to information processing, communication, knowledge transfer, intra- and interunit coordination, the ability to develop trusting relationships, and negotiation) typically result from unique historical conditions, are ambiguous, and are socially complex. Therefore, they can be expected to provide firms with a competitive advantage that is not easily imitated or competed away.

Mapping managers' market orientations regarding new product success

Research shows that managers’ cognitive structures influence their decisions and firm outcomes, and that managers’ shared understanding is critical to new product success. Yet, little is known about the content and structure of managers’ knowledge regarding their business’s market orientation (MO) and how such orientation relates to new product development. By drawing from research on managerial cognition, we suggest that an examination of managers’ cognitive maps of their business’s MO can provide valuable insights. First, cognitive maps provide information regarding the relative ranking of concepts that managers consider important to new product success. Second, they offer insights about the relationship among concepts by illustrating the causal logic flow, centrality, and strength of the association between concepts. Finally, cognitive maps reveal a gestalt or pattern of managers’ understandings. This pattern provides an overall view of their perceptions of their firms’ MO. Accordingly, the purpose of this article is to begin developing theory to explain the nature and extent of the sharing of managers’ understanding of their business’s MO across a company within the context of new product development. We develop several theoretical propositions using established research on market orientation and an exploratory investigation of the cognitive maps of a stratified sample of thirty managers of a highly successful frozen food division of a multinational company. We argue that managers of innovative companies with a history of successful new products in moderately dynamic industries will have established market orientations, as reflected in cognitive maps, which emphasize customer orientations more than competitor or technological orientations. Moreover, we suggest that managers will consistently recognize the importance of interfunctional coordination because it influences the firm’s orientations towards customers, competitors, and technology by facilitating sharing of important market information necessary for successful new product development. Furthermore, we propose that the division of labor and functional specialization in a company will result in predictable differences across cognitive maps of managers in different functions and levels of the organization. For example, senior managers are likely to have a more balanced and integrated MO than junior managers, due to their knowledge of organization wide issues. The article also proposes an agenda for scholars interested in investigating the relationship between managers’ cognitive maps of their company’s market orientation and new product success. We note the importance of studying managers’ cognitive structures in different types of industries over time, and how managers’ cognitive structures may relate to their company’s ability to learn. Managers could use cognitive mapping to recognize and evaluate beliefs that inhibit the sharing and interpretation of information between managers, departments, and levels and could design appropriate interventions.

Cause Mapping in Strategic Management Research: Processes, Issues, and Observations

Our primary objective is to provide method-related broad guidelines to researchers on the entire spectrum of issues involved in cause mapping and to encourage researchers to use causal mapping techniques in strategy research. We challenge strategists to open the black box and investigate the mental models that depict the cause and effect beliefs of managers, “walk” readers through the causal mapping process by discussing the “nuts and bolts” of cause mapping, provide an illustration, and outline “key issues to consider.” We conclude with a discussion of some promising research directions.

SME Managers’ Perceptions of Competitive Pressure and the Adoption of Environmental Practices in Fragmented Industries: A Multi-Country Study in the Wine Industry

This study explains how managers’ perceptions of pressure from competitors and industry associations to adopt environmental practices are associated with the adoption of such practices, and firm performance in small- and medium-sized enterprises (SMEs) in fragmented industries. First, we hypothesize, in fragmented industries, perceived weaker competitive pressure focuses SME managers’ attention on opportunities associated with the adoption of environmental practices, resulting in further adoption of such practices. We also hypothesize that perceived stronger competitive pressure focuses managers’ attention on competitive threats and efforts to maximize value creation from adopted practices, thus, positively moderating the relationship between adopted environmental practices and financial performance. We test our hypotheses with survey data from wineries and vineyards in Italy, France, Denmark, and the United States, and find support for both hypotheses. These findings deepen our understanding of how SMEs in fragmented industries respond to perceived competitive pressure to adopt environmental practices.

The Importance of Organizational Innovation and Adaptation in Building Academic–Industry–Intelligence Collaboration: Observations from the Laboratory for Analytic Sciences

ABSTRACT This article discusses the establishment and development of the Laboratory for Analytic Sciences (LAS), a unique site of academic–industry–intelligence collaboration, established in 2013 by the National Security Agency (NSA) and located on the campus of North Carolina State University. Since 2014, the authors have been participant-observers of LAS research teams. This article describes how inter-institutional, interdisciplinary collaboration has developed at LAS, drawing on multi-year data involving observations, surveys, and interviews that the authors have collected. LAS provides an opportunity to study the operationalization of an academic–intelligence collaboration and gather lessons learned in order to inform future collaborative efforts by the U.S. intelligence community. What this article reveals is the importance of organizational innovation and adaptation in light of various challenges that emerge in inter-institutional and interdisciplinary collaboration.