British Journal of Management

Publisher:: Wiley
Publication date:: 2021-02-01

ISBN:: 1045-3172

Issue Number

Latest documents

From Convention to Alternatives: Rethinking Qualitative Research in Management Scholarship
Strategic Network Orchestration in Emerging Markets: China's Catch‐up in the High‐Speed Train Industry
Transitioning from catch‐up in production to catch‐up in innovation capabilities is essential to emerging market firms (EMFs) achieving internationalization and a competitive advantage. While some EMFs are now positioned among the world's most advanced firms, many struggle to become independent innovators. Thus, understanding how EMFs can develop internal absorptive capacity and progress towards catching up in innovation capabilities remains important. Our study seizes this research opportunity and develops a network‐based explanation of catch‐up, which complements existing technological and organizational explanations. Specifically, we address the question of ‘How does the orchestration of collaborative networks enable EMFs to catch up in production and innovation capabilities?’ by describing an important yet under‐researched process of strategic network orchestration and showcasing the dynamic interdependencies between network orchestration and organizational learning. Our study provides a detailed account of Chinese high‐speed train (HST) development from 1990 to 2020 and opens the possibility for future research on network orchestration in emerging market contexts. This provides EMF managers with a set of actionable network orchestration mechanisms that can be used when designing and purposefully managing their strategic nets of domestic and foreign partners.
Managing Risk as a Duality of Harm and Benefit: A Study of Organizational Risk Objects in the Global Insurance Industry
This study examines how organizations construct and manage risk objects as a duality of harm–benefit within their normal operations. It moves beyond the existing focus on accidents, disasters and crisis. We study the risk‐transfer processes of 35 insurers where they navigate the tension of retaining risk in their insurance portfolio to increase the benefit of making profit and transferring risk to reinsurance to reduce the harm of paying claims. We show that organizations’ constructions of risk are underpinned by everyday risk management practices of centralizing, calculating and diversifying. Through variation in these practices, not all organizations seek balance and we in turn uncover the sensemaking processes of abstracting and localizing that enable organizations to prioritize harm or benefit. This contributes to the risk literature by illuminating the co‐constitutive relationship between risk sensemaking processes and everyday risk management practices. Following the complex linkages involved in the construction of risk objects as sources of harm–benefit, our analysis also contributes to the literature on dualities. It shows that while immediate trade‐offs between harm–benefit occur, prioritizing one element of the duality is ultimately a means for attaining the other. Thus, while initial imbalance is evident, prioritization can be an enabling approach to navigating duality.
Discovering and Managing Interdependence with Customer‐Entrepreneurs
Research on inter‐organizational relationships has largely focused on the interdependence between formal organizations. In recent years, firms have encountered a new logic in which interdependent parties are not formal organizations but platform‐based ‘customer‐entrepreneurs’ that create value through illegal means. Drawing on a 5‐year‐long qualitative study, we examine how firms recognize and instantiate this new logic and, consequently, respond to their interdependencies with customer‐entrepreneurs. Viewed through the lens of institutional logic, we find that, with the benefit of hindsight, firms recognize the existence of the logic of customer entrepreneurship, which triggers organizational sensemaking that is made up of three elements: interpretation of legitimacy compatibility; interpretation of efficiency compatibility; and integration of stakeholder perspectives. This sensemaking results in either a determined account concluding on the compatibility calculus in a top‐down manner, or an open‐ended account avoiding the construction of a resolute, synthesized view. A determined account leads to a defiance strategy, by which firms attempt to remove the source of interdependencies with customer‐entrepreneurs, whereas an open‐ended account guides firms to espouse a decoupling strategy, whereby firms covertly resort to efficiency maximization enabled by the interdependence. Our results offer implications for the research on inter‐organizational relationships and institutional logic.
Centrality Asymmetry and Partner Complementarity as Influences on Alliance Dissolution
Research on interfirm alliances indicates that partner firms’ asymmetry in network centrality increases the likelihood of alliance dissolution because it gives rise to a power imbalance and opportunism in the partnership. We contend that this view of centrality asymmetry does not consider the binding force that network resource complementarity can provide in an alliance, which motivates partners to ally for the long term. We propose that centrality asymmetry can have both divisive and cohesive forces in an alliance, which – when considered together – lead to a prediction that centrality asymmetry has a U‐shaped relationship with alliance dissolution. Moderate levels of asymmetry lead to lower rates of dissolution than high and low levels of asymmetry. The degree of cooperation between partners and the degree of external competition reduce the effects of centrality asymmetry on alliance dissolution because they mitigate power imbalances while encouraging partners to strengthen the alliance to withstand competitive challenges.
Forming Effective Employee Information and Consultation: A Five‐Stage Trust and Justice Process
In this paper we show how trust and justice influence the efficacy of employee information and consultation (I&C) bodies. Evidence is drawn from a 2‐year qualitative study of I&C participants in two organizations in the UK. The research builds on Dietz and Fortin's conceptual five‐stage model of the I&C process to provide a more nuanced understanding of I&C trust and justice outcomes. In particular, we point to crucial stages in the process, and how these influence the effectiveness of I&C mechanisms. Implications for theory and practice are discussed.
Strategy Formation Across Organizational Boundaries: An Interorganizational Process Model
Strategic decision‐makers today face complex environments with meta‐problems that cut across multiple industries. Single organizations cannot address these meta‐problems. As a result, organizations collaborate with partners, among them also competitors, and commonly work together in multi‐partner initiatives (MPIs). How these organizations jointly form an interorganizational strategy (IOS), however, is not well understood. In this paper, we extend the current strategy process conceptualizations from an intraorganizational focus of a single firm to an interorganizational process of multiple strategy‐making entities working together. We selected the eMobility sector as our research context to develop such an IOS process model. We first developed 25 cases on MPIs in the German‐speaking area based on interviews and desk research, before we focused on the eMobility ecology in the southern part of Germany. We identified 291 MPIs, conducted interviews with 19 central actors, held several workshops and informal gatherings, and complemented these data with an analysis of publicly accessible documents. Using an inductive research design, we developed a process model that unfolds in three phases: initiation, negotiation and execution. We reveal specific process dynamics in MPIs to be critical in the formation and manifestation of IOS.
Understanding the Processes Underlying Inter‐firm Collaboration: Mutual Forbearance and the Principle of Congruity
This paper makes a theoretical innovation by integrating two key principles – mutual forbearance and the principle of congruity – into one general process model. It examines the micro‐mechanisms underlying the formation of a mutual‐forbearance agreement and explicates the role of time and of individual actions. We further understanding of the process of cooperation building by drawing a parallel between early stages of the formation process of mutual forbearance and cooperation, and argue that mutual forbearance may, under certain conditions, lead to long‐term cooperation or, if mismanaged, completely smother any chances of it. A prospective agreement may be put at risk when potential contributions are evaluated differently by each party and no action to mitigate the consequences is taken; even more so in a mutual‐forbearance context when the parties can only observe their counterparts’ actions through the market. Our model takes into account the micro‐mechanisms associated with the time between the actions of one entity/individual (e.g. the top manager) and the reaction of another entity/individual, the boundary conditions of the background to those actions and the alternative actions available during this time. Propositions for further exploration and implications are drawn.
Processes Underlying Interfirm Cooperation
This special issue intended to bring together scholarly insights on the processes that underlie the formation, growth, management and termination of interfirm cooperation (IFC). In this introductory paper, we highlight what we know about IFC and why fresh perspectives are warranted on this phenomenon from a conceptual and practical standpoint. We also highlight the contribution of each paper published in this special issue. The seven selected papers differ in their theoretical perspective, context, research methodology and findings, but collectively they enhance our understanding of various IFC processes. We end this paper by highlighting fertile avenues of future research.
Issue Information