W. Harvey Hegarty

Core manufacturing capabilities and their links to product differentiation

Notes that substantive relationships between dimensions of competition and supportive manufacturing strengths have not been clearly established. Existing priorities‐based models of strategy ignore the dynamics of manufacturing capabilities. Furthermore, these models employ highly aggregated concepts which mix together operational priorities, outcomes, and capabilities, making hierarchical relationships in strategy difficult to define. Develops and proposes a new framework which modifies existing models of business strategy and manufacturing strategy in order to clarify and define core dimensions of competitive differentiation and manufacturing capabilities. Discusses relationships among these dimensions that are apparent in previous research and case studies. These relationships are summarized by a comprehensive model with propositions regarding supportive links between manufacturing capabilities, manufacturing outcomes, and product differentiation. Concludes by suggesting directions for tests of the model and for related future research.

Postacquisition turnover among U.S. top management teams : An analysis of the effects of foreign vs. domestic acquisitions of U.S. targets

An analysis of postacquisition top management turnover among 168 cross-border and 102 purely domestic acquisitions, and a control group of 120 nonacquired U.S. firms, revealed that turnover rates in firms acquired by non-U.S. acquirers were significantly higher than in firms acquired by other U.S. firms or the control group. Further, the timing of postacquisition turnover differed in the foreign vs. domestic acquisitions. Finally, the nationality of the foreign acquirer was found to be an important predictor of turnover in certain acquisition categories. Theoretical and practical implications are discussed. ? 1997 by John Wiley & Sons, Ltd.

Top Management Influence on Innovations: Effects of Executive Characteristics and Social Culture

Innovation is a growing source of strategic advantage across a variety of industrialized cultures. Top managers often seek to influence or champion strategic innovations. This study examined the extent to which executive characteristics explains top management influence on product/market (PM) and administrative (A DM) innovations in four Western cultures. The results support the proposition that different executive characteristics explain influence on each type of innovation. The influence process differed across cultures for A DM but not for PM innovations. The implications of this study for practice and research are discussed.

Complementary Resources and the Exploitation of Technological Innovations

Technological innovation often results when the resources of a small firm are combined with those of a large one. This is because small and large firms characteristically possess complementary resources whose combination can facilitate innovation success. The possession of complementary innovation-producing resources by small and large firms helps explain patterns of interaction among firms in dynamic, technology-based industries. Propositions are developed that outline how typical resources of small and large firms can be used to explain industry-level phenomena surrounding technological change.

Decision Makers' Beliefs About the Causes and Effects of Structure: An Exploratory Study

In a study of decision maker beliefs about the causes and effects of structure, a high level of agreement was found between the cognitive maps of a group of MBAs and a group of full time practicing...

Political Influence: Strategies Employed by Organizations to Impact Legislation in Business and Economic Matters'

This study examines strategies that business lobbyists, consumer groups, unions, and federal agencies employ to shape federal legislation. Interviews with U. S. senators and congressmen preceded a questionnaire survey of 435 chief legislative policymakers. Results reveal that the three major sectors adopt different strategy sets and these strategy sets have varying impacts on the legislative process.

Some determinants of student corporate social responsibility orientation

This study examines the effect of gender, Machiavellian orientation, and socially desirable reporting on the respondent’s orientation toward corporate social responsibility. A sample of 219 undergraduate students from a Midwestern university exhibited differences in orientation across gender and degree of Machiavellian orientation. Social desirability had a minimal effect on the responses.

Political Interests and the Emergence of Commercial Banking in Transition Economies

This paper examines how interactions between government agencies and banking organizations led to the emergence of commercial banking in the Czech Republic and Hungary during the 1990s. We rely on interviews with bank managers at six large banks, government officers, and experts at other organizations to learn how actions based on different political ideologies shaped the banking field. We integrate prior research on institutional change, political interest, and transition economies to describe the emergence of commercial banking. Three important problems characterized commercial banking in the two countries: the disposal of bad loans, the privatization of banks, and the establishment of banking services. We argue that the solutions to these problems based on the changing political interests of organizational actors and regulators represent the phases of institutional development in commercial banking during the 1990s. Implications of our research are discussed regarding the political perspective of organizational fields in transition economies.

Who influences strategic decisions

Abstract Drawing on information provided by 407 European top managers, the results of this study indicate that the influence process varies for different types of strategic decisions. Each of three types of strategic decisions—product-market, technological and administrative—was primarily influenced by a different set of departments. Only the managing director maintained moderate influence over all decisions. The patterns of effective power bases also differed for each type of decision. Environmental scanning was a more important source of departmental influence on product-market decisions while formal position and access to resources proved more important for influencing technological and administrative decisions.

Surviving the transition: Central European bank executives' view of environmental changes

Executives of ten large banks in three Central European transition economies were interviewed concerning their views of environmental changes. The study sought to identify environmental sectors that were important and uncertain for the bank executives. Central European bankers perceived customers, competitors, economic, and regulatory environmental sectors more uncertain than international and technological factors, sociocultural issues, and new entrants. We found that executives of banks with poor prior performance viewed environmental changes as threats rather than as opportunities.