This paper studies the role of technological innovation as an antecedent of changes in corporate scope. It argues that technological innovations prompt the firm to reconfigure its corporate ...portfolio—to redeploy resources to areas of new opportunity while it divests out of marginal businesses. Results from a cross-industry sample of U.S. manufacturing firms show successful innovation by a firm is followed by both expansion into new areas through complementary resource seeking acquisitions and divestment out of existing noncore businesses. This relationship is found to be moderated by the level of investible resources available to the firm, and supports the notion of scarce resources as a constraint on firm scope. In addition, firms are found to change their corporate scope in response to rival innovation.
In this commentary on a case study of Unjani Clinics, I argue that the weak state of current social entrepreneurship practice—marked by the widespread prevalence of internal organizational conflict ...and mission-drift—reflects the lack of application of basic strategic and organization design principles to this important area. As the Unjani case study demonstrates, when strategically conceived and creatively designed, social enterprises can not only achieve both their commercial and social missions, but do so in a way that is supermodular compared to the governance forms of which they are a hybrid. If many, if not most, social enterprises fail to meet that standard, it is not because the tools to manage conflicting objectives within hybrid organizations do not exist, but because the lack of market discipline leaves substantial room for inefficiency in such organizations, resulting in the proliferation of ill-conceived and poorly implemented social ventures.
Research Summary: We develop a formal model of CSR, with both a for-profit and a non-profit organization providing social goods to needy recipients and competing for resources from consumers. We show ...that CSR results in financial benefit if it is either related to the firm's core business, or non-overlapping with non-profit efforts, but only leads to social benefit if both conditions apply, with these relationships being moderated by the firm's core business capabilities. Our article thus makes a case for CSR based on the comparative efficiency of for-profits in providing social goods relative to non-profits, while also highlighting the potential divergence between the financial and social impact of CSR. In addition, it offers new insights into the heterogeneity of CSR, and the role of non-profits and hybrids. Managerial Summary: Firms that undertake socially responsible actions are often rewarded for these actions by supporters of social causes, enabling the firms to make additional profits from CSR. Whether CSR is socially beneficial, however, depends on how the firm compares to a non-profit serving the same cause. CSR activities that are non-overlapping with existing non-profit efforts, and that are closely related to the firm's core business, are likely to most strongly benefit society, especially when undertaken by high-performing firms. Where this is not the case, CSR adds little social value and may even be harmful. Managers seeking to maximize both firm profits and social welfare through CSR should thus ask themselves: What is my firm's unique advantage in serving this cause relative to alternative providers, for example, non-profits?
We examine the role of non-venture private equity (PE) firms as intermediaries in the market for corporate assets. We argue that, in order to create and capture value by acquiring established ...businesses and selling them to corporate buyers, PE firms must possess at least one of three potential advantages: (a) they must be able to identify businesses that are currently undervalued (valuation advantage), (b) they must be able to enhance the intrinsic value of the business (governance advantage), or (c) they must be able to match the business to a more synergistic corporate owner than is immediately available (timing advantage). We discuss why, and under what conditions, PE firms may thus have an advantage in buying, owning, and selling businesses, and derive a set of propositions predicting which targets PE firms are most likely to pursue. Our study thus offers a comprehensive yet contingent theory of non-venture PE, developing an integrated value-based framework to explain this important and growing phenomenon. In doing so, we also offer new insights into the role of intermediaries in strategic factor markets, especially the market for the buying and selling of businesses.
This paper examines how structural recombination of business units within a firm impacts subsequent firm innovation. We argue that structural recombination is both a means for firms to unlock the ...potential for intraorganizational knowledge recombination and a source of disruption to the firm’s existing knowledge resources, so that the overall effect of structural recombination on innovation will depend on the balance between these two effects. Structural recombination will have a positive effect on innovation where there are substantial intraorganizational knowledge synergies, where path dependence is low, and where knowledge resources are of high quality, limiting disruption. Results from a 20-year panel of 71 firms operating in the U.S. medical sector confirm these arguments. The study thus provides a contingent view of the effects of structural recombination on firm innovation while highlighting the role of structural recombination in realizing untapped knowledge synergies within the firm.
This paper examines organizational boundary choice from an entrepreneurial perspective. Entrepreneurs create new profit opportunities by recombining existing assets into novel combinations based on ...their subjective judgment under conditions of uncertainty. In doing so, they become vulnerable to ex post appropriation by owners of uniquely complementary assets, especially where ex ante uncertainty translates into ex post causal ambiguity. Firms are a means by which entrepreneurs overcome this problem, maximizing the appropriation of pure profits from their actions. The paper formalizes this insight in an integrative model of entrepreneurial governance choice, highlighting the trade-off between the risk of appropriation and the incremental cost of asset ownership. Comparative statics from this model provide predictions about the conditions under which hierarchical governance will be preferred. In particular, they suggest that firms are preferred where entrepreneurial action results in the creation of combinations of assets that are rare, valuable, and difficult to imitate (i.e., the creation of strategic capabilities). The paper thus contributes to work on the dynamics of capabilities and transaction costs, highlighting the structurally uncertain nature of capability creation and its implications for the theory of the firm.
Research summary: We use a novel theoretical framework to synthesize ostensibly disparate streams of nonmarket strategy research. We argue that faced with weak institutions, firms can create and ...appropriate value by either adapting to, augmenting, or transforming the existing institutional environment, and can do so either independently or in collaboration with others. We use the resulting typology of six distinct nonmarket strategies to provide an integrative review of nonmarket strategy research. We then extend this framework to examine the choice between nonmarket strategies, arguing that this choice depends upon whether the existing institutional environment is incomplete or captured, and discussing other drivers of nonmarket strategy choice, the relationship between these strategies, and their social impact, so as to provide an agenda for future research. Managerial summary: The pursuit of competitive advantage often requires firms to operate in contexts where existing rules and regulations provide inadequate protection. Disruptive technologies open up new opportunities for value creation, but it takes years before appropriate regulations are introduced. Economic reforms open up new markets, but these are often regulated to favor incumbents and politically connected insiders. In such environments, managers must decide whether to adapt their strategies to the existing institutional environment, devote resources to improve it, or try to transform it altogether. In this article, we develop an integrative theoretical framework that connects and synthesizes research examining each of these options, and offers some preliminary thoughts on how managers may choose among these different approaches.
Research summary: We revisit the empirical relationship between multinationality and performance by attempting to replicate the widely cited S-shape relationship reported in Lu and Beamish (2004). ...Using a longitudinal and comprehensive database on the population of U.S. MNCs from 1989 to 2007, we find no evidence of an S-shaped relationship; nor do we see a moderating effect of intangible assets. Although our results do show a marginally significant U-shaped association between multinationality and performance for a subsample of manufacturing firms, this relationship disappears once we account for the endogeneity of multinationality. Our study contributes to empirical research on the multinationality-performance relationship, highlighting the need for caution in generalizing results across countries and the importance of controlling for the endogeneity of multinationality when assessing its effect on performance. Managerial summary: Our study examines the relationship between a firm's multinationality and its performance. In a much-cited study, Lu and Beamish (2004) found evidence of an S-shaped relationship—with firm performance first decreasing, then increasing, then decreasing again as firms internationalized—in a sample of Japanese firms from 1986 to 1997. We test for the same relationship across all U.S. MNCs from 1989 to 2007, and find no evidence of an S-shaped pattern, or indeed, of any effect of multinationality at an aggregate level. Our study thus suggests that the effect of multinationality may vary with firm capabilities and home country environments, and that managers and academics alike should focus on understanding these specifics, rather than searching for a universal effect of multinationality on performance.
Research Summary
We develop a theoretical framework to define the comparatively efficient organizational form for dealing with a social issue, based on the market frictions associated with it. ...Specifically, we argue that for‐profits have an advantage in undertaking innovation and coordinating production economies, nonprofits in playing a fiduciary role given ex post information asymmetry, self‐governing collectives in dealing with bounded externalities through private ordering, and state bureaucracies in governing general externalities. We build on these arguments to develop a mapping between combinations of these market frictions and the comparatively efficient arrangements to govern them, including a variety of hybrid arrangements such as private‐public partnerships, social enterprises, corporate social responsibility, and so on. Our framework thus contributes to research in strategy, organizations, and public policy.
Managerial Summary
What is the best way to deal with a social problem? While some believe such problems are best left to the state, others argue that business should take the lead in solving them, or favor nonprofit solutions. In this article, we move beyond such one‐size‐fits‐all approaches, highlighting the different strengths of different organizational forms. We argue that for‐profits' strong incentives make them more innovative; nonprofits are more trustworthy in representing the best interests of others; collectives enable actors to self‐organize around a common interest; and the state is best for issues that impact the entire population. We thus develop a mapping between the nature of the social problem and the organizational form—or combination of organizational forms—that may deal with it most efficiently.
Research
We examine whether and how foreign environmental standards influence global sourcing decisions. Taking a question‐driven approach, we find a negative association between the stringency of a ...country's environmental standards and its share in US imports for 82 manufacturing industries across 77 countries between 2006 and 2016. This pollution haven effect holds not only for sourcing from owned foreign operations (offshore integration), but also for sourcing from unrelated third parties abroad (offshore outsourcing), and is stronger in industries with high toxic emissions and low technological intensity. These results are robust across alternative measures of environmental stringency and to using the Kyoto Agreement as an instrumental variable. These findings shed new light on how firms use global sourcing, and especially offshore outsourcing, to arbitrage across institutional environments.
Managerial summary
Prior work has shown that multinational firms prefer to locate their plants in countries with weak environmental standards: the so‐called Pollution Haven Effect. We extend this research to show that firms not only source from countries with weak environmental standards from their own plants, but also from third‐party foreign suppliers. Using Census data on US manufacturing imports from 77 countries between 2006 and 2016 we show that when the stringency of environmental standards in a country decreased, sourcing from that country increased, and that this effect was just as strong for sourcing from third parties as from owned operations. Our study thus suggests that previous work may have substantially underestimated the pollution haven effect, by focusing on owned global sourcing rather than all global sourcing.
