Editorial Reviews. From the Back Cover. Many multinational corporations are now investing in Entrepreneurial Strategies: New Technologies in Emerging Markets (Strategic Management Society) - Kindle edition by Arnold Cooper, Sharon.
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- Editorial Reviews
- Entrepreneurial Strategies: New Technologies in Emerging Markets
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- Shiv S Tripathi
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International Entrepreneurship in Emerging Economies: A Resource-Based Perspective R. Duane Ireland and Justin W. The Entrepreneurship and Clusters Foundations of Development: Entrepreneurial Innovation in Standards-Based Industries: Focuses on how entrepreneurial activities can take advantage ofnew technologies in emerging market economies. Considers how companies operating in EMEs can cope with themain environmental constraints.
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Possible side effects include inspiration, empathy, impact, and change. I got invites from Wharton and Kellogg and eventually opted for the more interdisciplinary program. The Wharton School proved extremely useful for my academic training. Seven years since arriving in the U. I guess he was the catalyst for my academic career. My research bridges the resource-based view, organizational learning, and social network literatures in studying the evolution and performance implications of alliance portfolios.
I have also examined how firms strive to balance exploration and exploitation across various domains of their alliances, which enhances their performance. Nevertheless, my main focus has been on the role of network resources in driving value creation and appropriation in alliance portfolios. Still, I found that the firm can enhance value appropriation when its partners compete with each other.
I have also demonstrated how inter-organizational differences among partners undermine performance by weakening relational mechanisms, yet firms leverage their partnering experience and alternative governance modes to overcome such impediments. In related work I further show how partner-specific experience is more beneficial than general partnering experience and how the interplay of network resources and internal resources drives innovation.
Research on inter-organizational collaboration has evolved significantly in the past decade. We know much about the evolution of alliance portfolios and their contribution to firm performance. I believe that future work will offer better integration of structural and relational embeddedness while highlighting the role of network resources. I also expect to see more simultaneous consideration of competition and collaboration within and across organizational boundaries.
Scholars may want to consider how alliances shape other organizational phenomena and perhaps underscore different levels of analysis.
Editorial Reviews
It may be interesting to study how organizational restructuring, e. At the macro level, there is still room for examining the role of alliances in shaping industry structure and economic development. My current research focuses on the phenomenon of alliances, drawing on the resource-based view and extending work on exploration and exploitation. Some would say that these fast-growing literatures have all reached maturity. I believe that the next step for me would be to leverage network perspectives to study the emergence and implications of competition.
Nevertheless, I believe that there are more fundamental mechanisms driving these effects. On the one hand, strategy research has traditionally focused on the firm and industry levels of analysis when studying competition even though firms are mostly affected by the competitive moves of their direct competitors irrespective of industry boundaries.
On the other hand, scholars have applied network research to study collaborative relations among firms, without fully considering the implications of competitive relations. In the next few years I intend to invest in theory development and collect data that can enable me to shed new light on this important phenomenon, which is central to the field of strategic management.
My first advice is not to try to be productive. Instead, focus on research questions that you feel passionate about and enjoy the research process. When you are excited about a topic, the ideas flow. When you are committed to a research program, the papers follow. My second suggestion is to work hard and never give up. If you are told that a certain research project is impossible or has never been attempted before, this is a reason to pursue it rather than abandon it.
This is your opportunity to make an impact. I think that productive scholars are not necessarily smarter or luckier than others, but they are certainly more persistent.
Entrepreneurial Strategies: New Technologies in Emerging Markets
This is part of the process. Go the extra mile. For instance, integrate archival data with fieldwork to enhance rigor and relevance. Self-criticism and critical peer review of your work are virtues rather than nuisance. Time-to-print should not be the priority. My third suggestion is to build a research program rather than a collection of research projects. Related diversification of your research will maximize your productivity. When you design a study, think about how you can leverage it for multiple follow-up projects. Every paper should build conceptually on a prior paper that you have previously written.
To the extent possible, leverage and extend your data instead of developing a new dataset from scratch. Such an approach will not only facilitate research productivity but also ensure that your research portfolio is coherent and impactful. David is currently the Pamela M. David received his Ph. Building from the resource-based view, his research explores the role of managers in realizing competitive advantage and wealth creation. Additional research interests include strategic entrepreneurship as well as firm governance focusing on family business and boards of directors.
Since earning his Ph. Although he has a number of high quality publications, his Academy of Management Review was signaled by one letter writer: Currently, this paper has Google citations. In fact, this paper has the highest citation count for any article published in AMR during So, not only has Professor Sirmon been productive, but his work shows early signs of impact. In fact, another letter writer, said the following about his work, "I have found Professor Sirmon's research to be thoughtfully conceived and stimulating.
He's carved out a promising area of research and developed an exciting research agenda. One of his main contributions in this topic has been to re-inject leadership and managerial actions into the RBV logic. Below is an interview with David Sirmon conducted by Robert Hoskisson. My family provided me a learning laboratory of sorts in my youth. My Dad was the CEO of a bank that he led from relative obscurity to become a large regional commercial bank.
I was in a unique position to observe his behavior and that of other executives. I was fascinated by his colorful stories detailing decisions regarding resource allocations, acquisitions, board interactions, and the political turmoil surrounding such decisions. I also watched as my two oldest brothers started, grew and eventually disbanded a very profitable family firm. Without a doubt these two experiences provided the primary motivation for my research interests.
With excellent mentorship, I was able to fashion programmatic research on resource orchestration, boards, family firms, and strategic entrepreneurship. While unique contributions are present in each paper, I am beginning to enjoy seeing how my work is forming a more complete whole. For instance, the resource-based view RBV , one of the most prominent theories within strategic management, has mounting evidence to support its core logic. To address this issue, my colleagues and I developed a general model positing the necessary managerial actions needed to realize a resource-based competitive advantage — something that we call resource orchestration.
In a series of articles we address these actions, their internal configuration, as well as role of environmental and governance contingencies. This treatment draws upon but goes beyond dynamic capabilities. In total my resource orchestration work is enriching, extending and contributing to resource-based logic, dynamic capabilities, and competitive dynamics literatures. Additionally, my work on governance, which focuses on board of directors and family businesses, has contributed to our understanding of the internal processes of boards and sources of unique advantage in families firms.
Lastly, another series of papers has helped define the area and construct of strategic entrepreneurship, which focuses squarely on the integration of advantage and opportunity seeking behaviors. Well, first, thank you very much. I have been blessed to work with great co-authors as well as very tough yet fair-minded reviewers and developmental editors. To these excellent suggestions, I would add just two. First, I would encourage new scholars to accept critical comments and to deliberately learn from them.
My initial reaction to critical comments is to accept ownership. That is, I try to avoid thinking about how the referee is wrong or failed to understand my logic, but instead look to see how they are right and how their perspective can enhance the paper. I find it much more effective to revise my papers in a proactive manner when I envision a critical yet productive conversation occurring between myself and the referees.
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Think of all the time you have spent to get that point — conceptualization, writing, data collection, analysis, peer review, revision etc. Do not give up near the end, instead run hard through the finish line. While the primary logic of resource-based theory is maturing, I thinking significant opportunities to expand and enrich this broad stream remain. However, moving forward may be accelerated by re-reviewing the past literature and picking up ideas that have been waiting for their time in the sun. For example, in my SMJ we examined resources portfolios which included weaknesses. While weaknesses were defined in early RBV work, they were largely overlooked as the core logic was tested.
However, they are part of most all firms. Thus we should theoretically understand their direct and integrated role in firm advantage. We found that for some firms combining weaknesses with strength can positively affect performance, but there is greater risk. This begs the question of how managers can leverage weaknesses along with strengths to improve performance.
Maybe it depends on how managers link strengths and weaknesses, that is the types of interdependencies within the firm may influence how and when weaknesses matter. Second, I would like to continue to my governance program focused on boards of directors and family firms. I am very interested in exploring how combinations of family and other owners types of institutional owner for example affect firm behavior.
Finally, one of the most enjoyable aspects of research is learning, so I suspect that I will expand my research program as students and colleagues and I engage in stimulating conversations about new phenomena and theories. Anthea Zhang received her Ph. She has been a highly prolific scholar during her nine years in the profession with a total of 27 publications, 19 of which are in scholarly journals.
In addition, many articles are in top scholarly journals in the field, to include the Strategic Management Journal, Academy of Management Journal, Journal of International Business Studies and Journal of Management, among others. She is first author or sole author on 16 of her journal articles. Her most prominent research has focused on CEO leadership, with an emphasis on CEO succession and dismissal in major organizations. In addition, she has also made contributions to research on firm strategies in emerging markets.
One of her senior scholar described Anthea Zhang's research as characterized by theoretical novelty and rigorous empirical analysis applied to research questions of high managerial relevance. The practical influence of her research is shown by the citations in many top business media outlets such as the Economist, BusinessWeek, New York Times, Wall Street Journal and the Financial Times, among others. Anthea Zhang has also provided significant service to the profession.
For example, she serves on the editorial review boards of several scholarly journals such as Strategic Management Journal and Academy of Management Journal. She has been active in the International Association for Chinese Management Research, holding several positions and also active in the Strategic Management Society, currently as a representative-at-large in the Corporate Strategy and Corporate Governance Interest Group.
She is an incoming associate editor for the Academy of Management Journal. One senior scholar summed up her record in this way "Professor Zhang is an extraordinarily productive scholar with a national and international reputation for her research Her work has made a fundamental contribution to the strategy field and her service to the professional is impressive Since I received my Ph.
One stream of research focuses on CEO succession and dismissal in public companies. My research in this area has examined the dynamics of the underlying processes of CEO selection as well as the organizational outcomes of the selection. My research has identified new phenomena and developed novel theoretical perspectives.
For example, my AMJ paper with Rajagopalan develops a framework for understanding different types of CEO succession processes within organizations and finds that relay CEO successions outperform both non-relay inside successions and outside successions. My SMJ paper examines a new phenomenon: I develop and test theory to explain how information asymmetry at the time of succession may affect the likelihood of the dismissal of a newly appointed CEO.
The other stream of research focuses on firm strategies in emerging markets. This topic has become increasingly important given the critical role of emerging markets in global economic growth. For example, my JIBS paper with several colleagues examines how multinational companies use export strategy and ownership strategy to deal with innovation appropriation hazards in an emerging market.
It addresses a pressing concern for multinational firms as they seek to expand their value chains globally yet minimize the risk of leaking proprietary knowledge to potential competitors in these markets. My SMJ paper with Li and Schoonhoven examines how the relationships between technology clusters affect the growth of the clusters. We develop a theoretical argument suggesting that neighboring technology clusters can have both mutualistic and competitive effects on each other. I would offer three pieces of advice to young scholars. First, stay relatively focused.
Staying focused helps one to follow the literature, build research identity, and increase research productivity. During my early tenure, I made a mistake by simultaneously working on multiple projects in different areas. After that, I focused on the area of CEO succession and dismissal. After building a good record in this area, I started to work on firm strategies in emerging markets.
Now working on two research areas actually enables me to learn and apply knowledge across projects and content areas. Second, pay close attention to management practices. Strategic management is phenomenon-driven research domain so following management practices helps researchers to identify new phenomena and thus new research ideas. I regularly read Business Week and The Economist, which have inspired several of my papers. I believe that because my research is inspired by management practices and addresses current and important questions in management practices, it is interesting and relevant to management practitioners.
Third, explore new and different data sources. Most of my publications are empirical studies. I am interested in exploring new data sources and using them to examine interesting research questions. For example, my coauthors and I compiled a unique dataset spanning the history of all the 53 national technology clusters in China from their founding to year This unique data set enables us to examine how the relationships between technology clusters affect the growth of the clusters.
In the near future, I will keep working on these two research streams: In the stream of CEO succession and dismissal, I will shift my research attention to the role of external constituents in CEO succession and dismissal.
Shiv S Tripathi
Previous studies including my own have mainly focused on internal factors such as firm performance, power and politics, and information asymmetry at the time of succession. However, firms are open systems and depend upon external constituents to provide critical resources. In another study also with Wiersema, we examine executive dismissal in the wave of stock option backdating scandals. I am interested in how the attributes of foreign firms in terms of their country origin diversity, age distribution and location distribution affect spillovers to domestic firms.
I am also interested in how emerging market firms use credible signals to convey their quality thereby facilitating their globalization. Integrating these two research streams, I will also examine the unique aspects of strategic leadership and corporate governance in emerging market firms.
In a working paper with Shen, we examine how ownership of controlling shareholders affects dividend payouts of publicly-listed firms in China. I am also interested in the selection of top managers with a political background and international experience in emerging market firms and the associated organizational impact.
Michael Lenox holds a Ph. Michael Lenox was selected from a field of excellent candidates because of his research productivity, contributions to the field and future potential. He has 22 journal articles with publications in top scholarly journals such as the Strategic Management Journal, Academy of Management Journal, Management Science and Organization Science, among others.
He has served or serves on the editorial review board for several scholarly journals including the Strategic Management Journal and Organization Science. In addition, he was appointed as an Associate Editor for Management Science in His future research integrates theoretical notions from his two major streams of research with the intent of giving voice to strategic management research into public policies.
In summary, he is a bright young scholar with much promise to make important contributions to the field of strategic management and in other arenas. I have had two primary research streams.
The first of the two streams of research focuses on nonmarket strategies by businesses with an emphasis on environmental issues. In particular, I seek to answer the question—What are incentives for businesses to go beyond the requirements of government? Within this stream of research, I have focused on issues of stakeholder engagement, the contribution of operational efficiencies to environmental concerns and industry self regulation, among others.
The second dominant research stream deals with technology, strategy and innovation. Within this research stream, I am interested in understanding how research and development models have been transformed to the current model of open innovation in which external knowledge is identified and brought into the organization in order to create innovation. In examining the question of open innovation, my research has addressed such issues as absorptive capacity, and the use of corporate venture capital to acquire minority stakes in firms in order to gain access to and knowledge about new technologies.
More recently, I have started to examine questions regarding industry evolution and competition in environments that involve high interdependencies and complementarities. Here, I attempt to integrate knowledge and foci from both of the research streams mentioned. I would encourage young scholars to build a portfolio of research projects rather than to focus on only one project at a time. I also recommend involving good coauthors with complementary skills and interests which have been a boon to my own research.