Results 261 to 270 of about 278,046 (325)

Resource redeployment as an entry advantage in resource‐poor settings

open access: yesStrategic Management Journal, EarlyView.
Abstract Research Summary Scarcity of productive factors poses a challenge for firms entering underdeveloped regions. We theorize that incumbent firms can overcome scarcity of skilled human capital in local labor markets by redeploying workers from existing units.
Jasmina Chauvin   +2 more
wiley   +1 more source

Resource reallocation across successive systemic innovations: How Rolls‐Royce shaped the evolution of the turbojet, turboprop, and turbofan

open access: yesStrategic Management Journal, EarlyView.
Abstract Research Summary Despite the importance of resource reallocation in shaping a variety of strategic outcomes, strategy scholars have paid only limited attention to the processes by which firms reallocate their resources across successive systemic innovations.
Gino Cattani   +2 more
wiley   +1 more source

Bottom‐up effects of female strategic leadership: Firm performance effects through employees

open access: yesStrategic Management Journal, EarlyView.
Abstract Research Summary Scholars have found that female representation in strategic leadership is often positively associated with firm performance, though the underlying mechanisms remain unclear. Prior explanations emphasize top‐down effects, considering how female leaders shape strategic decision‐making or influence legitimacy.
Seung‐Hwan Jeong   +2 more
wiley   +1 more source

Are boards reluctant to remove poorly performing successors to interim CEOs?

open access: yesStrategic Management Journal, EarlyView.
Abstract Research Summary Interim CEO appointments are disruptive and costly to firms. Boards justify them as necessary to find the right permanent successor. But what happens if that successor performs poorly? This paper argues that directors may be reluctant to remove a poorly performing successor to an interim CEO early in their tenure.
Robert Langan
wiley   +1 more source

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