Top Management Teams,Business Models,and Performance of Biotechnology Ventures: An Upper Echelon Perspective*

In this paper we introduce a new contingency variable that moderates the effect of top management team composition on organizational performance – the organization's business model. Arguing from an upper echelon perspective and drawing on data from 99 German biotechnology ventures, we show that founder‐based firm‐specific experience of management team members can have either a positive or a negative effect on performance, depending on whether the venture pursues a platform or a therapeutics business model, respectively. Our results also show that managers' experience collected in the pharmaceutical industry has a positive effect on performance, and that this effect is more positive for therapeutics than for platform ventures. We discuss the implications of these findings for the literature on upper echelons and entrepreneurial founding teams.     

Cultural Intelligence and Offshore Outsourcing Success: A Framework of Firm‐Level Intercultural Capability*

This article discusses the importance of firm‐level cultural intelligence in the context of international business ventures such as offshoring. We identify the recent movement toward global delivery models in offshoring ventures as the strategic imperative for offshoring partners to acquire and develop firm‐level cultural intelligence. Drawing on Earley and Ang's (2003) conceptualization of cultural intelligence and the resource based view of the firm, we develop a conceptual framework of firm‐level cultural intelligence. The framework comprises three dimensions of intercultural capabilities of the firm: managerial, competitive, and structural. We propose items to measure these three dimensions and discuss theoretical and managerial implications.     

Understanding dynamism and complexity factors in engineer-to-order and their influence on lean implementation strategy

Complexity and dynamism are considered intrinsic features of engineer-to-order (ETO) business environment; it is, therefore, important to understand and manage them better. Based on empirical investigation into two case companies, this paper expands the existing literature on how and why complexity and dynamism context factors constitute not only external business environment issues but also subfactors within the boundary of the firm. It argues that most of the subfactors for complexity and dynamism identified for repetitive manufacturing are relevant for the high uncertainty capital goods manufacturing ETO with some exceptions such as short product life cycle and technological turbulence. A framework of configuration (on implementation of lean practices), and moderation (on the lean-operations performance relation) forms of influence from dynamism and complexity is proposed. Further arguments to be verified in future large-scale research include: (1) dynamism bears challenges, and complexity provides opportunities to foster implementation of relevant lean practices in ETO, (2) both complexity and dynamism positively mediate better operations performance and enriched value from implemented lean practices.     

Decision-making Autonomy in UK International Equity Joint Ventures

This paper investigates approaches to decision making in international joint ventures (IJVs) from the perspectives of the transactions cost and resource‐based theories of the firm. In particular, the concept of autonomy in decision‐making in a sample of UK‐European equity joint ventures is examined. The study adopts a multi‐method personal interview and self‐administered questionnaire approach to examine managerial perceptions of decision‐making and autonomy in the parent firms and the joint venture. The findings show that there are differences in the perception of autonomy between each of the parent firms, and between the parent firms and the IJV management. When we unpack the nature of autonomy in detail, it is found that IJV managers have greater degrees of operational autonomy than strategic autonomy and that decision making by IJV managers takes place within the context of constraints set within the IJV's business plan. This confirms the transaction cost theory which posits that key internal markets (for management, technology and capital) will be under parent control and also supports the resource based view that key capabilities are protected under the business plan established by the parent firms. The influence on IJV autonomy of the moderating variables IJV performance and IJV duration are also examined.     

Market Orientation,Ownership Type,and E‐Business Assimilation: Evidence from Chinese Firms

While more and more firms have implemented e‐business in business operations, a better understanding of the factors that successfully drive the assimilation of e‐business will provide insights for firm executives and practitioners to develop effective strategies for e‐business. Different from previous studies that focus on individual‐level factors related to business executives and top management teams, this study examines how firm‐level strategic and cultural factors shape e‐business assimilation. Based on the strategy and marketing literature on market orientation and firm ownership, we developed a research model to describe how a firm's market orientation impacts e‐business assimilation. The model also describes the moderating effect of firm ownership type on the relationship between market orientation and e‐business assimilation. Based on data from 301 Chinese international trade firms, we found that two dimensions of market orientation (i.e., customer orientation, competitor orientation) had significant effects on e‐business assimilation. However, the third dimension, interfunctional coordination, was only partially significant. In addition, ownership type was a significant moderator of the effects of customer orientation and competitor orientation on e‐business assimilation, although ownership type was not a moderator of interfunctional coordination. Being one of the first studies of the impact of market orientation and firm ownership type on e‐business assimilation, we conclude with a discussion of the implications for future research and practice.     

Sustaining the Financial Value of Global CSR: Reconciling Corporate and Stakeholder Interests in a Less Regulated Environment

In this article we examine the association between corporate social responsibility (CSR) and firm value. This line of research is important since firms continue to invest in CSR even though past studies reveal a limited linkage between financial value and CSR. However, the business case for CSR or “doing good while making a profit,” appears to be advancing within the business ethics literature as a preferred conception of CSR. We conjecture that the greater unification and refinement of both profit maximization and stakeholder interests through corporate acts, not statements alone, will sustain the financial value of CSR in a less regulated global business environment. We study the triangle of what companies say, what companies do, and firm financial performance. We analyze Fortune 250 firms and find a positive association between what companies do based on KLD Research and Analytics, Inc. (KLD) ratings, and what companies state about ethics in their CSR statements. We then employ regression analysis and find that companies’ socially responsible acts are positively associated with overall firm value and financial performance. Yet we do not find a statistically significant association between what companies say regarding ethics in their CSR statements and their financial outcomes. These results suggest that firm value and financial performance is associated with what companies do and not what they say. Our results seem to be driven by multinational corporations (MNCs) and not by non‐MNCs. This is possibly because MNCs generally operate in a less regulated global business environment that often necessitates strong ethical corporate leadership to further stakeholder interests. Overall, these results help reconcile corporate and stakeholder objectives since evidence of a link between financial performance and doing good sustains global CSR.     

Business models as a basis for regulation of financial reporting

The paper observes that the term ‘business model’ has been incorporated in recent financial reporting regulations. The first section of the paper describes various meanings of ‘business model’ and demonstrates that the term has no settled or agreed meaning. The second part of the paper considers the suitability of the term ‘business model’ as a basis for a measurement standard (IFRS 9) or for requirements for narrative reporting and concludes it is not suitable for either purpose. Examples from the UK FTSE 100 index companies are used to illustrate existing usage in narrative reporting, finding varying levels of informativeness of disclosures about business models. The final part of the paper discusses reasons for incorporating an ambiguous and contested term in reporting guidance. It identifies parallels with ambiguity in other branches of financial reporting and the potential utility of ambiguity in allowing consensus to be arrived at on a form of words, apparently tightening up reporting regulation, while allowing participants ‘wiggle room’.     

International Digital Competence

This article evaluates which specific capabilities of a firm enable its internationalization process, with an emphasis on companies with exclusively digital products. The results provide an opportunity to examine the strength of earlier findings in International Entrepreneurship (IE) research, which has largely addressed high-tech ventures that export physical products. We reveal a set of intangible capabilities that are especially relevant to digital companies and their internationalization process, without foreign direct investment (FDI) or with limited outward assets characterized by non-equity entry modes. Using an inductive, multiple-case study methodology, we develop a new construct that we term ‘international digital competence’ (IDC). IDC consists of four capabilities critical to these companies: cross-cultural programming skills, global virtual networks, cross-border digital monetizing adaptability, and international business model reconfiguration. The possession of IDC enables digital companies to expand internationally through an online presence. Therefore, we propose that international online expansion can increase the likelihood of a digital company performing outward assets via non-equity entry modes. We also conceived that the digital company's strategy to achieve non-equity investments is moderated by its entrepreneur's international orientation.     

An Empirical Study of the Bullwhip Effect in China

In this study, we investigate the bullwhip effect in China using data on over 1200 companies listed on the Shanghai and Shenzhen stock exchanges from 2002 to 2009. Specifically, we estimate the ratio of the volatility of production to the volatility of demand as a proxy for the bullwhip effect. Our results show that more than two‐thirds of the companies we studied exhibit the bullwhip effect. We also find that several hypotheses proposed in the existing literature are supported by firm‐level data from China, and that the intensity of the bullwhip effect in China declined during the period from 2002 to 2009.     

How entrepreneurs manage growth

This article is based on a series of interviews with small business owners and managers concerned with problems of growth. There is an abundance of literature which describes the processes of evolution in business, but much of it describes the end product of growth rather than the initial problems incurred in the embryonic stages of corporate development. This article uses the experience of several small companies to suggest a model of development for the small firm. These companies range in size from $1m to over $100m. Each company faces significant problems as it copes with the pressures of growth.     

The Role of Operational Capabilities in Enhancing New Venture Survival: A Longitudinal Study

We investigate relationships between operational capabilities and new venture survival. On the basis of operations management and entrepreneurship literature, we develop a contingency framework of operational capabilities especially appropriate at different life phases of a new venture's evolution. We expect that in the first years of a new venture's life, entrepreneurs should emphasize high inventory turnover to preserve working capital, support customer responsiveness, and aid firm adaptability. As new ventures grow, entrepreneurs should emphasize internal working capital generation via larger gross margins to support production ramp‐up. Later, new venture entrepreneurs should emphasize employee productivity to buttress sustainable volume production. We analyze a 6‐year longitudinal sample of 812 Swedish manufacturing new ventures using a gamma frailty‐based Cox regression. The findings show that specific operational capabilities, while always supporting new venture survival, have exceptional influence in specific new venture life phases. The three hypotheses are confirmed, suggesting that higher inventory turnover, gross margin, and employee productivity further increase new venture survival likelihoods, respectively, in the venture's start‐up, growth, and stability phases. This suggests a phased‐capabilities approach to new venture survival. This study contributes to operations management and entrepreneurship theory and practice, and sets a foundation for future research on operations strategy for new ventures.     

Commercialization of Platform Technologies: Launch Timing and Versioning Strategy

Many emerging entrepreneurial applications and services connect two or more groups of users over Internet‐based information technologies. Commercial success of such technology products requires astute business practices related to product line design, price discrimination, and launch timing. We examine these issues for a platform firm that serves two markets—labeled as user and developer markets—such that the size of each market positively impacts participation in the other. In addition, our model allows for sequential unfolding of consumer and developer participation, and for uncertainty regarding developer participation. We demonstrate that product versioning is an especially attractive strategy for platform firms, that is, the trade‐off between market size and margins is tilted in the direction of more versions. However, when expanding the product line carries substantial fixed costs (e.g., marketing cost, cost of additional plant, increased distribution cost), then the uncertainty in developer participation adversely impacts the firm's ability to offer multiple versions. We show that for established firms with lower uncertainty about developer participation, the choice is essentially between an expanded or minimal product line. Startups and firms that are entering a new product category are more likely to benefit from a “wait and see” deferred expansion strategy.     

手段导向、知识获取与新企业创业能力的实证研究

创业能力对于新企业创造和维持竞争优势具有重要意义,相关研究受到创业领域学者们的广泛关注。然而创业能力的实证研究主要集中于创业者个体层面创业能力的前因和结果分析,组织层面的创业能力的实证研究尚处于探索阶段,仍有待运用有效的理论揭示新企业如何构建组织层面创业能力的内在机理和路径。作为新兴的创业理论,手段导向理论有助于面临高不确定性的新企业在创业过程中持续进行迭代式学习,而组织学习理论认为,知识获取作为组织学习的核心环节有助于组织创业能力的构建。因此,手段导向可能通过知识获取提升新企业创业能力。然而,少有学者关注此方面研究。 运用手段导向理论和组织学习理论,深入剖析手段导向各维度对创业能力的积极影响,检验知识获取在手段导向与创业能力关系间的中介作用。采取大样本问卷调查,收集215家中国新企业数据,并运用多元线性回归分析和因子分析等方法进行实证检验。 研究结果表明,手段导向的4个维度均对创业能力具有积极影响,试验、可承受损失和先前承诺3个维度通过知识获取提升新企业创业能力,但是知识获取在柔性与新企业创业能力关系间的中介作用不显著。 研究结论对于丰富和拓展组织层面创业能力相关研究和推动手段导向理论的发展具有重要意义,为新企业如何在高不确定性和强资源约束下构建组织创业能力提供必要的理论指导。     

Optimal Pricing of Two Successive‐Generation Products with Trade‐in Options under Uncertainty

To entice consumers to purchase both current and next generation products, many manufacturers and retailers offer trade‐in programs that allow buyers of the first generation product to trade‐in the product and purchase the new generation product at a lower price. By considering the interactions between “forward‐looking” consumers and a firm when a trade‐in program is offered, we analyze a two‐period dynamic game to determine the optimal prices of two successive‐generation products in equilibrium, and examine the conditions under which trade‐in programs are beneficial to the firm. Our model incorporates market heterogeneity (valuation of the first generation product varies among the consumer population), product uncertainty (the incremental value of the new product is uncertain before its introduction), and consumers' forward‐looking behavior (consumers take future product valuation and prices into consideration when making purchasing decisions). With the trade‐in option, we show that consumers are willing to pay a price that is higher than their valuations of the current product. Furthermore, trade‐in programs are more beneficial to the firm when: (i) the durability of the current product is high; (ii) the market heterogeneity is low; or (iii) the uncertainty level (or the expected incremental value) of the new product is high. Finally, when the incremental value of the new product is more uncertain, consumers are more willing to purchase the current product because of the “option” value of the trade‐in programs and thus trade‐in programs can be more beneficial to the firm in this case.     

IT人员业务能力与技术能力的互补性对企业竞争优势的影响

以资源基础观为理论指导,研究IT人员的技术能力与业务能力以及二者的协同效应对企业竞争优势的影响。在已有研究成果的基础上,构建了企业IT人员能力及其互补性与企业经营绩效关联的概念模型,通过对国内300家大中型企业的问卷调查和统计检验,验证企业IT人员的技术能力和业务能力与企业绩效都有着显著的正相关关系,而且这2种能力之间也存在较强的互补性。研究结论显示,技术能力是IT部门人员区别于其他部门的根本,业务能力使IT人员能够更好地理解企业业务,进而充分发挥IT系统的战略作用,产生的协同效应能够进一步提升企业的经营绩效。     

Boundaries of the business model within business groups

Scholars have sought various ways to find out how financial performance of the firm can be affected by its business model (BM). However, to date academic literature has focused attention on the “firm” as a unit of analysis without clearly defining the boundaries of the reporting entity to which the BMs refer. The aim of this paper is to investigate what are the boundaries of the BM of the affiliated-group companies and how the degree of independence of BMs is measured within the business group. The contribution of the paper is in using the BM concept to expound and criticise the assumptions in economic analysis and accounting standards that groups of companies are economic units that optimise economic income of the group as a whole and that the financial statements of individual subsidiaries, sub-groups and the group as a whole report the value generated by the group.     

Managing Technology Selection and Development Risk in Competitive Environments

Managing development decisions for new products based on dynamically evolving technologies is a complex task, especially in highly competitive industries. Product managers often have to choose between introducing an incrementally better, safe new product early and a superior, yet highly risky, product later. Recommendations for managing such performance vs. time‐to‐market trade‐offs often ignore competitive reactions to development decisions. In this paper, we study how a firm could incorporate the presence of a strategic competitor in making technology selection and investment decisions regarding new products. We consider a model in which an innovating firm and its rival can introduce a new product immediately or pursue a more advanced product for later launch. Further, the firm can reduce the uncertainty surrounding product development by dedicating more resources; the effectiveness of this investment depends on the firm's innovative capacity. Our model generates two sets of insights. First, in highly competitive industries, firms can adopt different technologies and effectively use introduction timing to mitigate the effects of price competition. More importantly, the firm could strategically invest in the advanced product to influence its rival's technology choice. We characterize equilibrium development and investment decisions of the firms, and derive innovative capacity hurdles that govern a firm's choice between the risky and safe alternatives. The effects of development flexibility—where firms might have the option to revert to the safe product if the advanced product fails—are also considered.     

基于NASH谈判模型的上下游企业R&D合作与协调机制研究

已有研究往往孤立地分析企业横向或纵向R&D合作问题,而现实中,企业有可能同时采用两种合作形式进行技术创新。针对这一现象,建立了上下游企业同时进行横向与纵向R&D合作的博弈模型,并与下游企业只选择横向R&D合作的情形进行了比较。研究发现:(1)与下游企业只进行横向R&D合作的情形相比,同时进行横向与纵向R&D合作将带来更高的均衡产量、R&D投入水平和行业利润;(2)当R&D成本分担比例较低(较高)时,上游企业具有(缺乏)R&D合作动机,该结果与技术溢出水平高低无关;(3)当上游企业R&D成本分担比例较高或技术溢出水平较低时,下游企业必然同时选择与上游企业R&D合作。为保持合作的稳定性,通过构建基于满意度的NASH谈判模型,设计了上下游企业R&D合作的利益协调机制。算例表明,该协调机制能避免传统R&D成本分担法引起的合作冲突。     

Can Management Accounting Be Helpful for Young and Small Companies? Systematic Review of a Paradox

While management accounting (MA) implies potential benefits for large established companies, its usefulness for young and small companies is less clear. This review analyzes and partially resolves the paradox and provides a structured overview of present knowledge. A systematic literature search yielded 67 empirical papers in 25 journals. Drawing on the results of a two‐step coding process, this study proposes 20 novel second‐level constructs expressing the types of MA, their antecedents and their consequences in young and small companies. The main results show that, in discussing MA, the literature refers mainly to business planning, accounting‐based management control activities and financial accounting. Most studies find MA to be helpful for young and small companies because it provides tools to overcome difficulties arising from company growth and reduces information asymmetry with external partners. Overall, however, the empirical literature on this topic is highly concentrated, offers theoretical construct definitions of poor quality, and lacks a clear statement of what MA really does in young and small companies. Therefore, future research and theory development are warranted.     

The Influence of Cost and Quality Priorities on the Propensity to Outsource Production*

Outsourcing of production has escalated over the past decade due to unprecedented competition and worldwide access to low‐cost labor markets. This article examines how cost and quality priorities—two key attributes of manufacturing strategy—influence a manufacturer's propensity to outsource. By doing so, we bridge the existing gap between research on manufacturing strategy and firm boundaries. We develop a theory‐based model that links a manufacturer's cost and quality priorities to its plans to outsource production. Our empirical analyses, based on survey data obtained from 867 manufacturing business units, control for firm‐specific factors previously shown to impact outsourcing, including asset specificity, uncertainty, and current capabilities in cost and quality. We found that the competitive priority placed on cost played an integral role in sourcing decisions, while, surprisingly, conformance quality priorities did not. The cost result is consistent with our expectations and observations in practice. The significant effect of cost priority on outsourcing shows that any theory of firm boundaries that fails to consider competitive priorities is incomplete. The finding regarding quality, which was counter to our expectations, may partially explain why there is an emergence of so many nonconforming products associated with outsourcing. Taken together, our results provide theoretical insights for future research into how manufacturing managers can improve their decision making on outsourcing production.