Michael_A._Hitt,_R._Duane_Ireland,_Robert_E._Hosk

(Kiana) #1

376 Part 3: Strategic Actions: Strategy Implementation



  1. M. Josefy, S. Kuban, R. D. Ireland, &
    M. A. Hitt, 2015, All things great and
    small: Organizational size, boundaries of
    the firm, and a changing environment,
    Academy of Management Annals, 9: 715–802;
    P. Boumgarden, J. Nickerson, & T. R. Zenger,
    2012, Sailing into the wind: Exploring
    the relationships among ambidexterity,
    vacillation, and organizational performance,
    Strategic Management Journal, 33: 587–610;
    T. Amburgey & T. Dacin, 1994, As the left
    foot follows the right? The dynamics of
    strategic and structural change, Academy of
    Management Journal, 37: 1427–1452.

  2. M. Menz, S. Kunisch, & D. J. Collis, 2015,
    The corporate headquarters in the
    contemporary corporation: Advancing a
    multimarket firm perspective, Academy
    of Management Annals, 9: 633–714;
    L. F. Monteiro, N. Arvidsson, & J. Birkinshaw,
    2008, Knowledge flows within
    multinational corporations: Explaining
    subsidiary isolation and its performance
    implications, Organization Science, 19:
    90–107; B. Keats & H. O’Neill, 2001,
    Organizational structure: Looking through
    a strategy lens, in M. A. Hitt, R. E. Freeman, &
    J. S. Harrison (eds.), Handbook of Strategic
    Management, Oxford, U.K.: Blackwell
    Publishers, 520–542.

  3. A. Shipilov, R. Gulati, M. Kilduff, S. Li, &
    W. Tsai, 2014, Relational pluralism within
    and between organizations, Academy
    of Management Journal, 57: 449–459;
    R. E. Hoskisson, C. W. L. Hill, & H. Kim,
    1993, The multidivisional structure:
    Organizational fossil or source of value?
    Journal of Management, 19: 269–298.

  4. B. Grøgaard, 2012, Alignment of strategy
    and structure in international firms: An
    empirical examination, International
    Business Review, 21: 397–407; E. M. Olson,
    S. F. Slater, & G. T. M. Hult, 2005, The
    performance implications of fit among
    business strategy, marketing organization
    structure, and strategic behavior, Journal of
    Marketing, 69: 49–65.

  5. M. Ahearne, S. K. Lam, & F. Kraus, 2014,
    Performance impact of middle managers’
    adaptive strategy implementation: The
    role of social capital, Strategic Management
    Journal, 35: 68–87; F. A. Csaszar, 2012,
    Organizational structure as a determinant
    of performance: Evidence from mutual
    funds, Strategic Management Journal, 33:
    611–632; T. Burns & G. M. Stalker, 1961,
    The Management of Innovation, London:
    Tavistok; P. R. Lawrence & J. W. Lorsch, 1967,
    Organization and Environment, Homewood,
    IL: Richard D. Irwin; J. Woodward, 1965,
    Industrial Organization: Theory and Practice,
    London: Oxford University Press.

  6. A. K. Hoenen & T. Kostova, 2014, Utilizing
    the broader agency perspective for
    studying headquarters-subsidiary relations
    in multinational companies, Journal of
    International Business Studies, 46: 104–113;
    A. M. Rugman & A. Verbeke, 2008,^


A regional solution to the strategy and
structure of multinationals, European
Management Journal, 26: 305–313; H. Kim,
R. E. Hoskisson, L. Tihanyi, & J. Hong, 2004,
Evolution and restructuring of diversified
business groups in emerging markets: The
lessons from chaebols in Korea, Asia Pacific
Journal of Management, 21: 25–48.


  1. B. McEvily, G. Soda, & M. Tortoriello,
    2014, More formally: Rediscovering the
    missing link between formal organization
    and informal social structure, Academy
    of Management Annals, 8: 299–345;
    M. Reilly, P. Scott, & V. Mangematin, 2012,
    Alignment or independence? Multinational
    subsidiaries and parent relations, Journal of
    Business Strategy, 33(2): 4–11.

  2. T. Felin, N. J. Foss, & R. E. Ployhart, 2015, The
    microfoundations movement in strategy
    and organization theory, Academy of
    Management Annals, 9: 575–632; J. Qiu,
    L. Donaldson, & B. Luo, 2012, The benefits of
    persisting with paradigms in organizational
    research, Academy of Management
    Perspectives, 26: 93–104; R. Greenwood &
    D. Miller, 2010, Tackling design anew:
    Getting back to the heart of organization
    theory, Academy of Management Perspectives,
    24: 78–88.

  3. M. Dobrajska, S. Billinger, & S. Karim,
    2015, Delegation within hierarchies: How
    information processing and knowledge
    characteristics influence the allocation
    of formal and real decision authority,
    Organization Science, in press; D. Laureiro-
    Martinez, 2014, Cognitive control
    capabilities, routinization propensity, and
    decision-making authority, Organization
    Science, 25: 1111–1133.

  4. M. Loock & G. Hinnen, 2015, Heuristics in
    organizations: A review and a research
    agenda, Journal of Business Research, in
    press; S. E. Perkins, 2014, When does prior
    experience pay? Institutional experience
    and the multinational corporation,
    Administrative Science Quarterly, 59: 145–181.

  5. J. Reuer & S. Devarakonda, 2015,
    Mechanisms of hybrid governance:
    Administrative committees in non-equity
    alliances, Academy of Management
    Journal, in press; C. Cella, A. Ellul, &
    M. Giannetti, 2013, Investors’ horizons and
    the amplification of market shocks, Review
    of Financial Studies, 26: 1607–1648; T. Yu,
    M. Sengul, & R. H. Lester, 2008, Misery
    loves company: The spread of negative
    impacts resulting from an organizational
    crisis, Academy of Management Review,
    33: 452–472; R. L. Priem, L. G. Love, &
    M. A. Shaffer, 2002, Executives’ perceptions
    of uncertainty sources: A numerical
    taxonomy and underlying dimensions,
    Journal of Management, 28: 725–746.

  6. A. Engelen, H. Kube, S. Schmidt, &
    T. C. Flatten, 2014, Entrepreneurial
    orientation in turbulent environments:
    The moderating role of absorptive
    capacity, Research Policy, 43: 1353–1369;


E. Claver-Cortés, E. M. Pertusa-Ortega, &
J. F. Molina-Azorín, 2012, Characteristics of
organizational structure relating to hybrid
competitive strategy: Implications for
performance, Journal of Business Research,
65: 993–1002.


  1. J. B. Craig, C. Dibrell, & R. Garrett, 2014,
    Examining relationships among family
    influence, family culture, flexible planning
    systems, innovativeness and firm
    performance, Journal of Family Business
    Strategy, 5: 229–238; R. Kapoor & J. Lee,
    2013, Coordinating and competing in
    ecosystems: How organizational forms
    shape new technology investments,
    Strategic Management Journal, 34: 274–296.

  2. H. Merchant, 2014, Configurations of
    governance structure, generic strategy,
    and firm size: Opening the black box
    of value creation in international joint
    ventures, Global Strategy Journal, 4:
    292–309; M. S. Feldman & W. J. Orlikowski,
    2011, Theorizing practice and practicing
    theory, Organization Science, 22: 1240–1253;
    J. Rivkin & N. Siggelkow, 2003, Balancing
    search and stability: Interdependencies
    among elements of organizational design,
    Management Science, 49: 290–311.

  3. A. N. Kiss & P. S. Barr, 2015, New venture
    strategic adaptation: The interplay of belief
    structures and industry context, Strategic
    Management Journal, in press; A. J. Bock,
    T. Opsahl, G. George, & D. M. Gann, 2012,
    The effects of culture and structure on
    strategic flexibility during business model
    innovation, Journal of Management Studies,
    49: 279–305; S. Nadkarni & V. K. Narayanan,
    2007, Strategic schemas, strategic flexibility,
    and firm performance: The moderating
    role of industry clockspeed, Strategic
    Management Journal, 28: 243–270.

  4. V. Gerasymenko, D. De Clercq, &
    H. J. Sapienza, 2015, Changing the business
    model: Effects of venture capital firms
    and outside CEOs on portfolio company
    performance, Strategic Entrepreneurship
    Journal, 9: 79–98; S. A. Fernhaber &
    P. C. Patel, 2012, How do young firms
    manage product portfolio complexity?
    The role of absorptive capacity and
    ambidexterity, Strategic Management
    Journal, 33: 1516–1539; S. Raisch &
    J. Birkinshaw, 2008, Organizational
    ambidexterity: Antecedents, outcomes,
    and moderators, Journal of Management,
    34: 375–409.

  5. C.-A. Chen, 2014, Revisiting organizational
    age, inertia, and adaptability: Developing
    and testing a multi-stage model in the
    nonprofit sector, Journal of Organizational^
    Change Management, 27: 251–272;
    M. Zhao, S. H. Park, & N. Zhour, 2014,
    MNC strategy and social adaptation in
    emerging markets, Journal of International
    Business Studies, 45: 842–861; B. W. Keats &
    M. A. Hitt, 1988, A causal model of linkages
    among environmental dimensions,
    macroorganizational characteristics, and

Free download pdf