Mid-range management theory : competence perspectives on modularity and dynamic capabilities / edited by Ron Sanchez, [and three others].

Format:

Book

Contributor:

Sanchez, Ron, editor.

Asan, Umut, editor.

Series:

Research in competence-based management ; 1744-2117 v. 8.

Research in competence-based management, 1744-2117 ; volume 8

Language:

English

Subjects (All):

Management.

Strategic planning.

Physical Description:

1 online resource (182 pages).

Edition:

1st ed.

Place of Publication:

Bingley, England : Emerald Publishing, 2018.

Summary:

This volume presents an epistemological argument for the essential function of mid-range theory in advancing management concepts that can be usefully applied by managers. Authors analyse two examples - modularity and dynamic capabilities.

Contents:

Intro

Mid-Range Management Theory: Competence Perspectives on Modularity and Dynamic Capabilities

Contents

List of Editors and Contributors

Editor and Author Biographies

Introduction

Building Theory for Management Science and Practice: An Epistemological Perspective from Competence-Based Management Theory

INTRODUCTION

"GRAND THEORY" VERSUS "MID-RANGE THEORY" IN STRATEGIC MANAGEMENT1

Grand Theory Building

Mid-Range Theory Building

TWO GRAND THEORIES IN STRATEGIC MANAGEMENT: INDUSTRY STRUCTURES AND FIRM RESOURCES

Industry Structure as Grand Strategic Management Theory

Firm Resources as Grand Strategic Management Theory

BUILDING MID-RANGE THEORY IN STRATEGIC MANAGEMENT THAT WILL BE USEFUL IN APPLIED MANAGEMENT SCIENCE

A COMPETENCE-BASED MANAGEMENT APPROACH TO BUILDING USEFUL MID-RANGE STRATEGIC MANAGEMENT THEORY

CBM Conceptual Building Blocks for Mid-Range Theory Building

Potential for Eventual Theoretical Integration of Industry Structure and Firm Resources Perspectives

CONCLUSION

References

Overcoming Path Dependency and "Lock-In" In Competence Building and Competence Leveraging Processes

1. INTRODUCTION

2. THEORETICAL BACKGROUND

2.1. Competence Building and Leveraging Processes and Strategic Options

2.2. Path Dependency

2.3. Dynamic Capabilities

3. CONCEPTUAL FRAMEWORK

4. APPLICATION OF OUR CONCEPTUAL FRAMEWORK IN A CASE STUDY

4.1. About KOÇTAŞ

4.2. Analysis of KOÇTAŞ's Dynamic Capabilities

5. CONCLUSION

Identifying Competences and Their Sources in a Not-for-Profit Organization: The Case of A Humanitarian Relief Organization

HUMANITARIAN RELIEF ORGANIZATIONS (HROs)

THEORETICAL FRAMEWORK

Competition in Humanitarian Relief

CBM Representations of Organizations and Competences

RESEARCH DESIGN.

Subject Organization for the Study

Data Collection and Analysis

Research Quality

FINDINGS

MSF's Activities

Medical activity

Logistical activity

Emergency activity

Combining activities

DISCUSSION

Building Sustainability Competence from the Top Down: A Model for Researching and Improving Boards of Directors' Influence on Firms' Sustainability Performance

2. DEFINITIONS OF KEY CONCEPTS

3. AN OVERVIEW OF OUR MODEL AND ITS THEORETICAL GROUNDING

3.1 Board Composition and Cognitive Flexibility

4. OUR ASSUMPTIONS ABOUT CORPORATE ENVIRONMENTAL AND SOCIAL REPONSIBILITY (CESR) AND SUSTAINABILITY

4.1 Increasing Importance of CESR in Strategic Management

4.2 Improving CESR Performance Requires Systemic Change

4.3 Boards Can Influence CESR Performance

4.4 Sustainability as a "Dominant Logic" for Addressing CESR Concerns

5. THEORETICAL DEVELOPMENT AND PROPOSITIONS

5.1 Governance Theory: The Influence of Board Capital

5.1.1 Board capital

5.1.1.1 Influence of human capital. The human capital component of board capital refers to the knowledge and information that may be available to board members as the result of their aggregate functional expertise and professional experience (Becker, 1993

5.1.1.2 Influence of social capital. A boards' ability to provide useful perspectives and information that improve its cognitive flexibility may also be facilitated by directors' social capital. Although social capital may come from many sources, in the c

5.2 Organizational Behavioral Theory: The Effects of Board Information Processing

5.2.1 Information search

5.2.2 Open debate and discussion

5.2.3 Information absorption

5.3 Strategy Theory: The Moderating Effects of Strategic Flexibility

5.3.1 Resource flexibility

5.3.2 Coordination flexibility.

6. IMPLICATIONS FOR RESEARCH AND PRACTICE

7. CONCLUSION

Roadmap-based Methodology for the Forecasting of Competences within Automotive Product Development

1. Introduction

2. Theoretical Background

2.2 Roadmapping in Strategic Management of R&amp

D

3. Research Design and Methodology

3.2 Forecasting of Competences

4. Application to Strategic Management of R&amp

D and Product Development

4.2 Forecasting of Future Competences

5. Results

5.2 Results from the Forecasting of Needed Future Competences

6. Discussion

7. Conclusions

Modularity in New Market Formation: Lessons for Technology and Economic Policy and Competence-Based Strategic Management

2. Two-Wheeled Vehicles in China: An Architectural Perspective on New Market Formation and Technological Progress

2.1 Gasoline-Powered Two-Wheeled Vehicles (G2WVs)4

2.2 Electric-Powered Two-Wheeled Vehicles (E2WVs)5

2.2.1 Market Concepts

2.2.2 Product Architectures

2.2.3 Technological Progress

2.2.4 Government Regulation6

2.2.5 Market Strategies

2.2.6 Industry Structures

3. Lessons for Technology and Economic Development Policy

3.1 Modularity in Accelerating Technological Progress

3.2 Modularity in Building Long-Term Customer Relationships

3.3 Modularity in Developing Export Markets

3.4 Modularity in Promoting Industrial Development

4. Implications for Competence-Based Strategic Management

4.1 Embryonic Stage

4.2 Rapid Growth Stage

4.3 Shake-Out Stage

4.4 Maturity Stage

4.5 Decline or Renewal

5. Implications for Further Research

5.1 Industrial Clusters

5.2 "Bottom-of-the-Pyramid" Innovation

5.3 Frugal Engineering

6. Conclusions

Bibliography.

Notes:

Includes index.

Includes bibliographical references.

Print version record

ISBN:

9781787149236

1787149234

9781787144033

1787144038