The Experts below are selected from a list of 152595 Experts worldwide ranked by ideXlab platform
Shaker A. Zahra - One of the best experts on this subject based on the ideXlab platform.
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Organizational Design correlates of entrepreneurship the roles of decentralization and formalization for opportunity discovery and realization
Strategic Organization, 2015Co-Authors: Nicolai Juul Foss, Jacob Lyngsie, Shaker A. ZahraAbstract:Extant research offers relatively little insight into the Organizational Design correlates of entrepreneurship in established firms. We argue on theoretical grounds that the same Organizational Designs support the realization as well as the discovery of opportunities. Specifically, decentralized structures are associated with opportunity realization as well discovery, and this effect is reinforced by formalization. Decentralization gives managers the discretion and autonomy needed to recognize and realize opportunities, while formalization enables the standardization and codification of actions and processes. To test these ideas, we use a data-set based on paired responses from 474 Danish firms operating in several industries for our analyses. We find that decentralization and formalization have direct, positive, and significant associations with opportunity realization. We also address how these Organizational Design variables are related to opportunity discovery. We find similar effects. We discuss the theoretical and practical implications of our reasoning and results, such as implications for the idea in the innovation and Organizational learning literatures that optimal performance over time requires that firms either vacillate between Organizational Designs or adopt ambidextrous Designs.
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the role of external knowledge sources and Organizational Design in the process of opportunity exploitation
Strategic Management Journal, 2013Co-Authors: Jacob Lyngsie, Shaker A. ZahraAbstract:Research highlights the role of external knowledge sources in the recognition of strategic opportunities, but is less forthcoming with respect to the role of such sources during the process of exploiting or realizing opportunities. We build on the knowledge-based view to propose that realizing opportunities often involves significant interactions with external knowledge sources. Organizational Design can facilitate a firm’s interactions with these sources, while achieving coordination among Organizational members engaged in opportunity exploitation. Our analysis of a double-respondent survey involving 536 Danish firms shows that the use of external knowledge sources is positively associated with opportunity exploitation, but the strength of this association is significantly influenced by Organizational Designs that enable the firm to access external knowledge during the process of exploiting opportunities.
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the role of external knowledge sources and Organizational Design in the process of opportunity exploitation
Strategic Management Journal, 2013Co-Authors: Jacob Lyngsie, Nicolai J. Foss, Shaker A. ZahraAbstract:Research highlights the role of external knowledge sources in the recognition of strategic opportunities but is less forthcoming with respect to the role of such sources during the process of exploiting or realizing opportunities. We build on the knowledge-based view to propose that realizing opportunities often involves significant interactions with external knowledge sources. Organizational Design can facilitate a firm's interactions with these sources, while achieving coordination among Organizational members engaged in opportunity exploitation. Our analysis of a double-respondent survey involving 536 Danish firms shows that the use of external knowledge sources is positively associated with opportunity exploitation, but the strength of this association is significantly influenced by Organizational Designs that enable the firm to access external knowledge during the process of exploiting opportunities. Copyright © 2013 John Wiley & Sons, Ltd.
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the role of external knowledge sources and Organizational Design in opportunity exploitation
Academy of Management Proceedings, 2012Co-Authors: Nicolai J. Foss, Jacob Lyngsie, Shaker A. ZahraAbstract:Research highlights the important role of external knowledge sources in the discovery of opportunities. However, to create value, these opportunities have to be exploited. Using the knowledge based...
Nicolai J. Foss - One of the best experts on this subject based on the ideXlab platform.
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business model innovation the Organizational dimension
2015Co-Authors: Nicolai J. Foss, Tina SaebiAbstract:1. Business Models and Business Model Innovation: Bringing Organization into the Discussion 2. Business Model Innovation and Organizational Design: A Dynamic Capabilities Perspective 3. Towards a Theory of Business Model Change 4. A Corporate View of Business Model Innovations 5. Management Models and Business Models 6. Business Model Innovation: The Role of Leadership 7. How Established Firms Exploit Disruptive Business Model Innovation: Strategic and Organizational Challenges 8. Evolution, Adaptation or Innovation? A Contingency Framework on Business Model Dynamics 9. Innovative Business Models in High-tech Entrepreneurial Ventures: the Organizational Design Challenges 10. Service-driven Business Model Innovation - Organizing the Shift from a Product-based to a Service-centric Business Model 11. A Business Model Innovation by an Incumbent Late Mover: Containerization in Maersk Line 12. Business Model Innovation in the Pharmaceutical Industry: The Supporting Role of Organizational Design 13. The Organizational Dimension of Business Model Exploration: Evidence from the European Postal Industry
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the role of external knowledge sources and Organizational Design in the process of opportunity exploitation
Strategic Management Journal, 2013Co-Authors: Jacob Lyngsie, Nicolai J. Foss, Shaker A. ZahraAbstract:Research highlights the role of external knowledge sources in the recognition of strategic opportunities but is less forthcoming with respect to the role of such sources during the process of exploiting or realizing opportunities. We build on the knowledge-based view to propose that realizing opportunities often involves significant interactions with external knowledge sources. Organizational Design can facilitate a firm's interactions with these sources, while achieving coordination among Organizational members engaged in opportunity exploitation. Our analysis of a double-respondent survey involving 536 Danish firms shows that the use of external knowledge sources is positively associated with opportunity exploitation, but the strength of this association is significantly influenced by Organizational Designs that enable the firm to access external knowledge during the process of exploiting opportunities. Copyright © 2013 John Wiley & Sons, Ltd.
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the role of external knowledge sources and Organizational Design in opportunity exploitation
Academy of Management Proceedings, 2012Co-Authors: Nicolai J. Foss, Jacob Lyngsie, Shaker A. ZahraAbstract:Research highlights the important role of external knowledge sources in the discovery of opportunities. However, to create value, these opportunities have to be exploited. Using the knowledge based...
Jacob Lyngsie - One of the best experts on this subject based on the ideXlab platform.
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Organizational Design correlates of entrepreneurship the roles of decentralization and formalization for opportunity discovery and realization
Strategic Organization, 2015Co-Authors: Nicolai Juul Foss, Jacob Lyngsie, Shaker A. ZahraAbstract:Extant research offers relatively little insight into the Organizational Design correlates of entrepreneurship in established firms. We argue on theoretical grounds that the same Organizational Designs support the realization as well as the discovery of opportunities. Specifically, decentralized structures are associated with opportunity realization as well discovery, and this effect is reinforced by formalization. Decentralization gives managers the discretion and autonomy needed to recognize and realize opportunities, while formalization enables the standardization and codification of actions and processes. To test these ideas, we use a data-set based on paired responses from 474 Danish firms operating in several industries for our analyses. We find that decentralization and formalization have direct, positive, and significant associations with opportunity realization. We also address how these Organizational Design variables are related to opportunity discovery. We find similar effects. We discuss the theoretical and practical implications of our reasoning and results, such as implications for the idea in the innovation and Organizational learning literatures that optimal performance over time requires that firms either vacillate between Organizational Designs or adopt ambidextrous Designs.
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the role of external knowledge sources and Organizational Design in the process of opportunity exploitation
Strategic Management Journal, 2013Co-Authors: Jacob Lyngsie, Shaker A. ZahraAbstract:Research highlights the role of external knowledge sources in the recognition of strategic opportunities, but is less forthcoming with respect to the role of such sources during the process of exploiting or realizing opportunities. We build on the knowledge-based view to propose that realizing opportunities often involves significant interactions with external knowledge sources. Organizational Design can facilitate a firm’s interactions with these sources, while achieving coordination among Organizational members engaged in opportunity exploitation. Our analysis of a double-respondent survey involving 536 Danish firms shows that the use of external knowledge sources is positively associated with opportunity exploitation, but the strength of this association is significantly influenced by Organizational Designs that enable the firm to access external knowledge during the process of exploiting opportunities.
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the role of external knowledge sources and Organizational Design in the process of opportunity exploitation
Strategic Management Journal, 2013Co-Authors: Jacob Lyngsie, Nicolai J. Foss, Shaker A. ZahraAbstract:Research highlights the role of external knowledge sources in the recognition of strategic opportunities but is less forthcoming with respect to the role of such sources during the process of exploiting or realizing opportunities. We build on the knowledge-based view to propose that realizing opportunities often involves significant interactions with external knowledge sources. Organizational Design can facilitate a firm's interactions with these sources, while achieving coordination among Organizational members engaged in opportunity exploitation. Our analysis of a double-respondent survey involving 536 Danish firms shows that the use of external knowledge sources is positively associated with opportunity exploitation, but the strength of this association is significantly influenced by Organizational Designs that enable the firm to access external knowledge during the process of exploiting opportunities. Copyright © 2013 John Wiley & Sons, Ltd.
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the role of external knowledge sources and Organizational Design in opportunity exploitation
Academy of Management Proceedings, 2012Co-Authors: Nicolai J. Foss, Jacob Lyngsie, Shaker A. ZahraAbstract:Research highlights the important role of external knowledge sources in the discovery of opportunities. However, to create value, these opportunities have to be exploited. Using the knowledge based...
Mariejose Avenier - One of the best experts on this subject based on the ideXlab platform.
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shaping a constructivist view of Organizational Design science
Organization Studies, 2010Co-Authors: Mariejose AvenierAbstract:The so-called rigor—relevance gap appears unbridgeable in the classical view of organization science, which is based on the physical sciences' model. Constructivist scholars have also pointed out a certain inadequacy of this model of science for organization research, but they have not offered an explicit, alternative model of science. Responding to this lack, this paper brings together the two separate paradigmatic perspectives of constructivist epistemologies and of Organizational Design science, and shows how they could jointly constitute the ingredients of a constructivism-founded scientific paradigm for organization research. Further, the paper highlights that, in this constructivist view of Organizational Design science, knowledge can be generated and used in ways that are mutually enriching for academia and practice.
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shaping a constructivist view of Organizational Design science
Post-Print, 2010Co-Authors: Mariejose AvenierAbstract:The so-called rigor–relevance gap appears unbridgeable in the classical view o organization science, which is based on the physical sciences' model. Constructivist scholar have also pointed out a certain inadequacy of this model of science for organization research but they have not offered an explicit, alternative model of science. Responding to this lack, this paper brings together the two separate paradigmati perspectives of constructivist epistemologies and of Organizational Design science, and show how they could jointly constitute the ingredients of a constructivism-founded scientifi paradigm for organization research. Further, the paper highlights that, in this constructivis view of Organizational Design science, knowledge can be generated and used in ways that ar mutually enriching for academia and practice.
Alfredo Vittorio De Massis - One of the best experts on this subject based on the ideXlab platform.
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entrepreneurial by Design how Organizational Design affects family and non family firms opportunity exploitation
Journal of Management Studies, 2020Co-Authors: Alfredo Vittorio De Massis, Kimberly A Eddleston, Paola RovelliAbstract:Opportunity exploitation is a key aspect of the corporate entrepreneurship process and is particularly important to maintain a family firm through multiple generations. Drawing on an Organizational Design perspective, we investigate opportunity exploitation in family versus nonfamily firms. The empirical analyses on survey data from a sample of 224 Italian firms reveal that family firms exploit significantly fewer opportunities than nonfamily firms, and this result is fully mediated by the organization of their TMT. Our findings show that how family firms organize is crucial for opportunity exploitation, thus extending and enriching prior corporate entrepreneurship research, highlighting the importance of bringing an Organizational Design perspective to corporate entrepreneurship and family business studies.
