Following the Herd or Not?: Patterns of Renewal in the Netherlands and the UK

How do large firms conduct their strategic renewal journeys in an increasingly turbulent environment? Are there generic industry patterns, or are these renewal journeys country- or firm-specific? To answer these questions, we examine the relative incidence of external versus internal and explorative versus exploitative renewal actions, and their speed, in leading Dutch and UK financial service companies using longitudinal data. The context, content and process dimensions of strategic renewal are distinguished, and research questions about these attributes are formulated and investigated using new metrics. Findings show that while exploration/exploitation ratios are fairly similar for firms across the entire industry, systematic differences are evident between the external/internal renewal ratios of Dutch and UK firms, and that speed of renewal is largely determined at the firm level. Thus we find that industry-, country- and firm-specific factors all influence journeys of strategic renewal in distinctive and complementary ways.     

Dynamics in Groups: Are We There Yet?

We know that groups are dynamic entities, and yet we rarely study them as such. Previously hamstrung by limited theory, a decade of advances in understanding the fundamental nature of groups and change promised a revolution in group research. Our goal here is to review those theoretical developments and then examine their impact on our empirical understanding of group dynamics. Examining work done and not done, we will take stock of this work, identify the obstacles that seem to keep us focused more on group statics than dynamics, and then close by offering suggestions about not only what approaches to take when studying group dynamics, but also how the field can help develop these approaches. We hope that a review of the group dynamic literature in 2021 will celebrate our coming empirical accomplishments rather than lament a lack of them.     

Strategic vision or strategic con?: Rhetoric or reality?

Major companies devote considerable effort to communicating corporate visions and missions. Yet three recent surveys suggest that much of this effort has been counter-productive. A gap has emerged between rhetoric and reality. Arenas of confrontation have arisen between directors and managers, head offices and business units, holding companies and their subsidiaries, and between specialists and generalists. A widespread desire for corporate transformation is not matched by understanding of how to bring it about. The lack of top management commitment and of communication skills are major barriers to change. More competent directors and more effective boards are needed. The article suggests key roles for the chairman and the chief executive. It examines how best to share a compelling vision, and identifies a requirement for new attitudes and approaches to communication.     

Physician-led: good idea or not?

Whether physicians or not, leaders must possess certain skills and qualities to achieve success. Take a look at what's required to be an effective leader.     

Network Stability: Opportunity or Obstacles?

Scholars of public management have begun to focus on networking as a key component of managerial activity ((Agranoff and McGuire, 2001); (Milward and Provan, 2001); (O'Toole and Meier, 1999)). Although the study of networks has garnered considerable academic attention, few studies have worked to bridge previous knowledge about hierarchical organizations with the research on the network. This study introduces the concept of stability into the network, arguing that stability should be a core value in networks, as the function of the network largely depends on repeat interactions. Texas school districts serve as the units of analysis, with the superintendent as the manager of interest. Findings suggest that stability may not always provide the benefits expected in traditional, hierarchical organizations.     

专利联盟:馅饼or陷阱?

专利联盟作为一种重要的专利管理模式,对企业在国际产业竞争中赢得竞争制高点发挥着越来越重要的作用。本文回顾了有关专利联盟竞争效应各角度的研究,并对我国专利联盟发展现状进行介绍,最后从政府和企业两个层面对我国企业组建有利于竞争和增进社会福利水平的专利联盟提出相应的对策建议,使专利联盟成为人见人爱的"馅饼"而非人人躲避的"陷阱",增强我国在国际专利联盟中的话语权。     

Distance Learning: Education or Economics?

Sir John Daniel, Vice Chancellor of the Open University in England, pronounced that American universities are in a crisis of access, flexibility and cost. His solution is that American Universities and Colleges should employ educational technologies that allow students to earn college degrees without visiting the college campus (distance learning). The argument is that distance learning is a cost-effective way of providing more students with access to higher education. Sir John's argument illustrates a crisis in neither access, flexibility, nor cost. On further inspection, distance learning degree programs appear to be a strategy for reducing the cost of higher education by replacing professors with computers and part-time teachers. This strategy offers limited educational benefits for the student and may present a financial danger to smaller colleges and universities, if they succumb to the pressure to develop distance, learning degree programs. This revised version was published online in July 2006 with corrections to the Cover Date.     

The physician-patient privilege: friend or foe?

The physician-patient privilege that has been enacted in most states has usually been seen as having the benign, even salutary, effect of protecting confidences that patients have entrusted to their physicians in the course of obtaining medical care and treatment. However, case decisions in one state have turned the privilege into a sword that plaintiffs can use to interfere with physicians' and hospitals' defense of cases against them by denying their counsel access to key defense witnesses. This development could occur in many other states that have taken a similar general approach in analyzing the privilege.     

The Founder's Legacy: Hangover or Inheritance?

The legacy of organizational founders is a comparatively under‐studied topic. Through two in‐depth case studies, this article explores the factors which influence whether founding strategic visions, objectives or decisions influence present‐day strategic choice. Furthermore, the study identifies and explores a number of factors which influence whether a strategic legacy is categorized as either an inheritance or a hangover. The article begins with an overview of existing research into the role of the founder, commitment and strategic inertia, which suggests that additional research is required to clarify the legacy of company founders. After a review of the research design and methodology adopted for the study, the findings of two case studies are presented. The findings suggest that the initial establishment of a strong organizational culture, continuing perceptions of success as well as successive family control all contribute to an adherence to the founding strategy, mission or objectives. In addition, the study indicates that the flexibility of the original strategy and environmental issues impact on the extent to which the strategic legacy is classified as an inheritance or a hangover. The article culminates in a series of conclusions and implications.     

Convergence and Divergence Dynamics in British and French Business Schools: How Will the Pressure for Accreditation Influence these Dynamics?

This paper focuses on convergence and divergence dynamics among leading British and French business schools and explores how the pressure for accreditation influences these dynamics. We illustrate that despite historical differences in approaches to management education in Britain and France, these approaches have converged partly based on the influence of the American model of management education but more recently through the pursuit of accreditation, in particular from the Association to Advance Collegiate Schools of Business and the European Quality Improvement Standard. We explore these dynamics through the application of the resource‐based view of the firm and institutional theory and suggest that, whilst achieving accreditation is a necessary precursor for international competition, it is no longer a form of competitive advantage. The pursuit of accreditation has fostered a form of competitive mimicry reducing national distinctiveness. The resource‐based view of the firm suggests that the top schools need a more heterogeneous approach that is not easily replicable if they are to outperform the competitors. Consequently, the convergence of management education in Britain and France will become a new impetus for divergence. We assert that future growth and competitive advantage might be better achieved through the reassertion of national, regional and local cultural characteristics.     

Business Education: Real Time or Semester Time?

Both the context and content of management education are changing as new providers compete for market share. As education goes increasingly online and offcampus, many traditional universities will feel the effects of consolidation within their own ranks. Business schools will face additional pressure as corporate universities and Internet universities offer an economical and effective means of professional education. Unless MBA programs seize opportunities for creative collaboration, today’s potential partners will become tomorrow’s predators. This revised version was published online in July 2006 with corrections to the Cover Date.     

Managing Organizational Culture: Compliance or Genuine Change?

The issue of managing culture is of key importance within management theory and practice. A number of extant studies have found that attempts to 'manage' culture frequently degenerate into the enforcement of espoused behaviours. The objective of this paper is to provide empirical evidence and discussion of the consequences of management attempts to change culture. The paper reviews existing theory pertaining to organizational culture change and presents the desire to control as the rationale for management attempts to modify culture. After a brief discussion of the research design and methodology employed, the findings of a single case study are presented. The findings suggest that within the case study organization, a recent change initiative had resulted in changes to material manifestations, behaviours and in some cases values. However, it is noted that modifications to values could be the result of 'instrumental value compliance'. The paper culminates with conclusions, implications and suggestions for further research.     

Voluntary agreements between competitors: trick or truth?

Voluntary agreements in which competitors commit to common goals are important tools for corporate social responsibility. After entering into a commitment, however, competitors often have incentives to behave opportunistically. This is possible because voluntary agreements are not enforced by external sanctions. We present the results of an exploratory laboratory experiment that investigates the behavior of competitors engaging in commitments and consequently the effectiveness of such measures. We find that introducing a publicly visible commitment device that is implemented with a low probability mitigated conflict between competitors substantially. Our results show that subjects’ inclination to defect one another after competition was mainly driven by the opponents’ refusal to enter into a commitment. In our experiment, a commitment was not used to trick the competitor into a false sense of security but rather to convey the truth about subjects’ moral behavior. We conclude that the efforts of (non-)governmental institutions to reinforce trust between competitors may be of substantial value.     

Hold or fold?

This article examines some of the problems of the health care organizations we serve and that support us. While external problems can besiege an organization, the fundamental building block for success is to develop physician buy-in and a well-functioning team. The author describes how his IPA failed because the physicians in his organization didn't bond sufficiently, and for a sustained period, to carry out business operations. What are the warning signals that might help you decide whether to stay or move on? An IPA must have: (1) A clearly articulated vision of what success will look like, one that is accepted by its members; (2) effective leadership; (3) clear evidence of adaptability and flexibility; (4) financial stability; and (5) good data available to physicians. There can be other evidence of trouble you need to watch for. In some areas, hospitals and health plans are hostile to physician initiatives. Don't rely on politically motivated decisions--they are too easily changed. If you plan to be a leader for your physician organization, focus on creating or revising the internal architecture of the group.