Accounting, strategy and AMT investment

One strand in the current debate on AMT investment emphasises technical aspects of investment appraisal. Another calls for a broader focus on wider decision-making processes and strategic considerations. This paper seeks to merge both sets of concerns. It uses two empirical studies of AMT decisions in a number of companies. The first demonstrates specific linkages between manufacturing strategies and financial justifications. The second explores ways in which connections between finance and strategy are constructed and how they are understood and evaluated by decision-makers. We conclude that AMT proposals succeed by linking accounting information to strategic considerations throughout the investment decision process.     

An optimal design for process quality improvement: modelling and application

Existing research works on process quality improvement focus largely on the linkages between quality improvement cost and production economics such as set-up cost and defect rate reduction. This paper deals with the optimal design problem for process improvement by balancing the sunk investment cost and revenue increments due to the process improvement. We develop an optimal model based on Taguchi cost functions. The model is validated through a real case study in automotive industry where the 6-sigma DMAIC methodology has been applied. According to this research, the management can adjust the investment on prevention and appraisal costs on quality improvement that enhances process capability, reduces product defect rate and, as a result, generates remarkable financial return.     

The Contribution of Formal Planning Systems to Strategic Investment Decisions1

This paper aims to investigate linkages between formal planning systems (FPSs) and characteristics of the processes followed in making strategic investment decisions (SIDs). The empirical testing was based on a sample of 70 SIDs drawn from 38 industrial enterprises operating in Greece. Primary data on FPSs and SIDs were provided by key participants in the decision-making process, using a combination of structured interviews and questionnaire completion. Contrary to the argument raised by several academics that much decision making takes place outside FPSs, the findings of this paper support the view that at least for decisions of a clearly strategic nature this may not be valid. Results consistently show that strong associations exist between characteristics of SID processes and dimensions of FPSs. More specifically: The degree of rationality-comprehensiveness as well as degree of financial reporting in the process of making SIDs is positively associated with FPSs. Particularly strong is the association between the existence of a set of formalized rules guiding the process of strategic decision making and FPSs. Furthermore, the association between both hierarchical decentralization and lateral communication in advancing SIDs and FPSs appears to be fairly strong. Finally, results failed to support any statistical significant relationship between duration timing of SID processes and dimensions of FPSs.     

Performance Metric Portfolios: A Framework and Empirical Analysis

The widespread adoption of supply chain management principles suggests that managers recognize the importance of evaluating operational decisions holistically. However, it is often difficult to link specific operational practices to strategic level outcomes and in turn to corporate financial results. This presents problems for both managers and academic researchers attempting to justify the often high cost of operational improvement initiatives in terms of objective accounting metrics. This study provides evidence that it is possible to demonstrate linkages between carefully chosen portfolios of tactical, strategic, and financial metrics. Survey data from 118 manufacturers are used to evaluate hypotheses linking multilevel metrics of performance across three well‐established strategic foci. We present portfolios of metrics drawn from the literature and from the Supply Chain Counciľs supply‐chain operations reference model and related design and customer chain models. Our analysis suggests that metric portfolios in which tactical metrics are designed to match strategic‐level metrics, based on alignment with a specific strategic focus, provide clearer mechanisms for understanding performance linkages.     

Changing perspectives on the capital investment process

The environment within which institutions undertake commercial and industrial activity changes both as a result of decisions dependent on the institution itself and as a result of decisions independent of the institution. In recent years many of these changes have resulted in changing perspectives on the range of criteria which should be considered when determining how and where large corporations should invest their money. This paper examines these changes in corporate practice and identifies the cumulative results of these changes in the environment of corporate activity. The paper also examines some of the key elements in new approaches which corporations are adopting to capital investment decisions by utilizing data on a broadly based research project which examines in depth the capital investment/ resource allocation processes of five large, worldwide, manufacturing firms. The subject is of vital importance to large and small businesses, both because of the crucial importance of investment decisions and because of the importance for future strategic planning of identifying the environment within which corporate activities take place.     

会计估计的准确性、行业共识信息与个体投资者的决策

会计信息在投资者的投资决策过程中发挥着十分重要的作用,其质量直接影响着投资者的判断和决策.会计估计在提高会计信息相关性的同时,也为公司管理层提供了盈余管理的空间.本文实验检验了对会计估计的准确性进行事后披露这一机制是否有助于个体投资者做出正确的判断和决策,以及行业共识信息对这一机制发挥作用的影响.研究发现:(1)事后披露会计估计准确性的信息只有通过行业共识信息的辅助才能有效发挥作用,即只有在两者的共同作用下,个体投资者才能够正确识别会计估计准确的原因,也才能够进行正确的归因,并做出正确的判断和决策;(2)投资者对会计估计的准确性会产生不同的归因,投资者的归因进一步影响了其对管理层评价,而对管理层的评价影响了其对公司市盈率的评价,对公司市盈率的评价进一步影响了投资者对其投资可能性的判断.     

Corporate Financial Strategies for Global Competitiveness

This paper focuses on the role of corporate financial strategies to improve their market valuations and lower their cost of capital. The identification of successful strategies is accomplished within an overall strategic framework. The paper is built on 12 longitudinal case studies from the Nordic countries to illustrate the linkages between business strategy, firm motivation, and various financial strategies.     

Environmental Factors,Managerial Processes,and Information Technology Investment Strategies

Although significant research attention has been directed at understanding the value of information technology (IT) investments for firms, very little attention has been paid to understand the IT investment behavior of firms. This article seeks to fill this void. We introduce the concept of IT investment strategy, defined by dimensions of intensity and proactiveness, to characterize the IT investment behavior of firms. Synthesizing the environmental deterministic and strategic choice perspectives of a firm's strategic decision making, we examine the effects of environmental factors, managerial processes, and the interplay between them on IT investment strategy. Specifically, we examine the impact of environmental factors such as industry clockspeed and information intensity on IT investment strategy. We also incorporate the strategic choice perspective to argue that managerial processes such as frequent chief executive officer—chief information officer communications and collective information systems planning play a critical role in shaping the firm's IT investment strategy. The empirical results show that the environmental variables are related to IT investment strategy. Besides, managerial processes serve as a means to understand the environment and thus moderate the relationships between the environmental variables and the various facets of IT investment strategy. The conceptualization of IT investment strategy and the focus on both environmental determinism and strategic choice should enrich our understanding of firms’ IT investing behavior.     

Strategic leadership in organizational crises: A review and research agenda

Of all actors involved in managing an organizational crisis, strategic leaders play a particularly central role. However, the growing scholarship on the impact of strategic leaders in crisis situations is characterized by a high degree of fragmentation, considerably hindering the generation of parsimonious theory and practically useful insights. To address this issue, we conduct a systematic multidisciplinary literature review that spans the research streams on strategic leadership and organizational crises. For each type of strategic leader—Chief Executive Officer (CEO), top management team, and board of directors—we identify the different applied theoretical lenses and highlight commonalities and differences between studies and their insights. We use our review to derive an integrative conceptual framework that guides future research. Our exploratory review unveils that, while each type of strategic leader plays a significant role in a crisis context, the perspectives taken and the resulting evidence vary: as for the CEO, research focuses on social evaluations—for instance, based on the CEO's appearance—as well as agency-theoretic considerations—particularly, financial incentives. Regarding the top management team, research mostly adopts a managerial and organizational cognition lens, focusing on characteristics such as personality and human capital. Lastly, for the board of directors, agency-theoretic considerations again dominate the scholarly conversation, especially studies of board independence. Overall, we review and organize a rich but patchy research landscape, and we derive ample opportunities for novel theoretical and empirical inquiries into strategic leaders and their role in managing organizational crises.     

The complementary effects of rationality and intuition on strategic decision quality

Rationality and intuition are important dimensions of the strategic decision process. Prior studies have viewed these as distinct dimensions, providing limited insights for our understanding of strategic decision processes. Drawing on the dual process theory and research on process capability, this study examines the interplay between rationality and intuition based on a sample of 103 strategic decisions made by service firms in Greece. The results suggest that combining rationality and intuition at the same time leads to successful strategic decisions. Also, the moderating role of environmental dynamism was investigated. We found that in dynamic settings, decision-making teams which combine rationality and intuition outperform teams which use rationality or intuition separately. The implications of these findings for theory and practice are important and are analysed in the paper.     

The wider implications of business-model research

Business-model research has struggled to develop a clear footprint in the strategic management field. This introduction to the special issue on the wider implications of business-model research argues that part of this struggle relates to the application of five different perspectives on the term “business model,” which creates ambiguity about the conceptual boundaries of business models, the applied terminology, and the potential contributions of business-model research to strategic management literature. By explicitly distinguishing among these five perspectives and by aligning them into one overarching, comprehensive framework, this paper offers a foundation for consolidating business-model research. Furthermore, we explore the connections between business-model research and prominent theories in strategic management. We conclude that business-model research is not necessarily a “theory on its own” and that it can be more fruitfully understood as a theoretical mechanism for combining different literature streams. As such, business-model research is positioned as a central connecting component in the further development of the strategic management field.     

并购后高管变更、合法性与并购绩效——基于制度理论的视角

并购后的高管变更对于企业的并购绩效具有重要的影响,但目前的研究结论没有取得一致性。本文基于制度理论的视角引入合法性的概念,通过123份并购样本实证分析了并购后高管变更、合法性以及并购绩效之间的关系。研究结果显示:并购后高管变更与并购的外部合法性和内部合法性之间均存在显著的负相关;而外部合法性和内部合法性对于并购绩效具有显著的积极作用。本研究结论对于我国企业的并购后高管变更决策以及如何提升并购绩效具有理论指导意义。     

NEW TECHNOLOGY INVESTMENTS IN MULTISTAGE PRODUCTION SYSTEMS

The introduction of new technologies in production and manufacturing (such as robotics, flexible manufacturing systems (FMS), and computer-aided design and manufacturing (CAD/CAM)) frequently motivates capital investment decisions. Traditionally, the need for additional capacity has motivated the evaluation of investment decisions which were undertaken based on financial factors such as the net present value (NPV), internal rate of return, taxation, and depreciation. This research integrates investment decisions with operational decisions for the case of multistage production assembly systems. We show that for such systems investment decisions affect not only the financial structure but also production scheduling and material flow in the system.     

企业投资决策同伴效应及其特征的实证检验——基于中国上市公司的面板数据

企业投资的同伴效应是指企业的投资行为受到其参照组内同伴投资的影响。为解决识别同伴效应时面临的参照组有效性问题以及企业决策互相影响的联立性问题，本文选择跨区域的同行业企业作为同伴企业，首次构建了同伴企业的同区域跨行业企业的投资均值作为工具变量，基于2008-2015年中国上市公司的面板数据，实证检验了上市企业投资决策的同伴效应。结果表明，中国上市企业投资决策受到跨区域同行业的同伴企业投资显著正向影响，且这种同伴效应在增减变动方向上具有不对称性和乘数效应的基本特征。本文拓展和深化了企业财务决策同伴效应的现有研究，并有助于投资者与监管部门理解同伴效应的放大作用。     

A review of the evolutionary approach to the study of entrepreneurship

A number of more contextual and process‐oriented approaches have been followed recently in entrepreneurial research, including the cognitive approach, the learning approach and the evolutionary approach. This paper reviews the evolutionary approach to the study of entrepreneurship. This includes an overview of evolutionary theory and the arguments behind its relevance to the study of socio‐economics systems, as well as a review of the application of evolutionary theory to the study of entrepreneurship at both the population level (population ecology) and the organizational level (strategic choice). The reconciliation of these two perspectives is discussed, and comparisons are made with the cognition‐based and learning‐based approaches. It is argued in this paper that an evolutionary approach to the study of entrepreneurship leads to more theory‐driven research with a strong focus on process and context. In addition, it offers more than both the cognition‐based and learning‐based approaches because it allows for multi‐level analyses of the new venture creation process, encompassing both the population ecology (population level) and strategic choice (organizational level) perspective, and the resultant interactions between both hierarchies, giving valuable insight into the same overall evolutionary process.     

Central Perspectives and Debates in Strategic Change Research

This paper appraises and evaluates more than three decades of empirical research on strategic change. Strategic change research has traditionally built on either the deterministic view or the voluntaristic view – two opposing perspectives with fundamentally different assumptions about the influence of managers on the fortunes of organizations. In addition, a dialectical view on strategic change, which aims to bridge the two traditional views, has emerged. Despite the richness and value of research within these three perspectives, the continued accumulation of isolated and idiosyncratic insights adds little to the understanding of strategic change. In this paper, therefore, the authors assess, contrast and integrate research across the three perspectives in order to foster one cumulative body of knowledge about strategic change and to provide guidance for future research. Based on an analysis of 119 studies published in the leading academic journals in the fields of strategy and management, they consolidate existing knowledge and identify shortcomings in the cumulative body of research. On the basis of this assessment concerning prior research foci, study designs and assumptions, the authors propose four pathways for future research across the three perspectives that they believe can help foster full understanding of strategic change: (1) examinations of different types, processes and outcomes of strategic change; (2) expansion of the scope of actors considered in relation to strategic change; (3) exploration of the non‐linear nature of strategic change; and (4) investigations of strategic change conundrums.     

A strategic and global manufacturing capacity management optimisation model: A Scenario-based multi-stage stochastic programming approach

Large-scale multinational manufacturing firms often require a significant investment in production capacity and extensive management efforts in strategic planning in an uncertain business environment. In this research we first discuss what decision terms and boundary conditions a holistic capacity management model for the manufacturing industry must contain. To better understand how these decision terms and constraints have been employed by the recent model developers in the area of capacity and resource management modelling for manufacturing, 69 optimisation-based (deterministic and stochastic) models have been carefully selected from 2000 to 2018 for a brief comparative analysis. The results of this comparison shows although applying uncertainty into capacity modelling (in stochastic form) has received a greater deal of attention most recently (since 2010), the existing stochastic models are yet very simplistic, and not all the strategic terms have been employed in the current model developments in the field. This lack of a holistic approach although is evident in deterministic models too, the existing stochastic counterparts proved to include much less decision terms and inclusive constraints, which limits them to a limited applications and may cause sub-optimal solutions. Employing this set of holistic decision terms and boundary conditions, this work develops a scenario-based multi-stage stochastic capacity management model, which is capable of modelling different strategic terms such as capacity level management (slight, medium and large capacity volume adjustment to increase/decrease capacity), location/relocation decisions, merge/decomposition options, and product management (R&D, new product launch, product-to-plant and product-to-market allocation, and product phase-out management). Possibility matrix, production rates, different financial terms and international taxes, inflation rates, machinery depreciation, investment lead-time and product cycle-time are also embedded in the model in order to make it more practical, realistic and sensitive to strategic decisions and scenarios. A step-by-step open-box validation has been followed while designing the model and a holistic black-box validation plan has been designed and employed to widely validate the model. The model then has been verified by deploying a real-scaled case of Toyota Motors UK (TMUK) decision of mothballing one of their production lines in the UK after the global recession in 2010.     

不同阶段研发投资对企业绩效的动态效应研究:基于中国上市公司的面板数据分析

研发投资是提高企业绩效的重要途径,不同阶段的的研发投资对于企业绩效的改善存在着差异化作用。本文构建了不同阶段研发投资对企业绩效影响效应的理论模型,并以我国103家上市公司2010-2016年的相关数据为样本,从动态效应的实证分析阶段和开发阶段两个阶段的投资强度对企业绩效影响的异同,结果发现:研究阶段和开发阶段的投资对企业绩效影响均具有正向的积极影响作用,开发阶段的投资在当期对企业绩效的影响较强但不可持续,研究阶段的投资具有滞后效应并且对企业绩效的提升有比较长远的影响。因此过多关注开发阶段的投资并不能有效提高企业绩效,企业应加大研究阶段的投资,以更好地实现其在提高企业绩效中的长效作用。     

To Divest or not to Divest: A Meta‐Analysis of the Antecedents of Corporate Divestitures

Corporate divestitures have been identified as important strategic actions with a positive impact on firm performance. Yet, what is still missing in the strategic management literature is an integrative framework that quantitatively synthesizes the relative impact of various antecedents to divestitures, and theoretically reconciles the multitude of theories underlying divestiture research. To fill this gap, the author conducts a meta‐analysis (based on a sample of 35 studies) and develops four broad categories of determinants: corporate governance; firm strategy; performance; and industry environment. Evidence is found that divestitures are driven mainly by prior divestment experience, structural factors (firm size and firm diversification) and weak unit performance. In addition, the relative predictive validity of several theoretical perspectives on divestment decisions is assessed.     

Financial appraisal to support technological investment

Short termism inhibits U.K. investment in Advanced Manufacturing Technology (AMT) in four areas: appraisal methodologies; corporate governance; financial market forces; and macroeconomic regulation. High interest rates are not neutral between traditional processes investment and (AMT). We demonstrate the impact of high discount rates on AMT and long term investments. Bias against AMT investments arises from unsuitable means of financial appraisal, misuse of appropriate techniques and insufficient linkage with corporate strategy. A three stage methodology for appraising AMT investment is developed. We highlight the advantages of better informed and more involved providers of funds, and more varied macroeconomic controls are urged.