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Strategic Responses (strategic + response)

Distribution by Scientific Domains

Humanities and Social Sciences	45%
Business, Economics, Finance and Accounting	35%

Selected Abstracts

Contrasting Strategic Response to Economic Recession in Start-Up versus Established Software Firms,

JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 2 2009
Scott Latham
Economic recessions represent a period of greatly reduced environmental munificence that threatens the survival of all firms. This is especially the case for smaller, start-up firms, which have been shown to fail at a much higher rate compared with their larger, more established peers. This study surveyed 137 software executives regarding their strategic response to the most recent economic downturn (2001,2003). I draw upon Hofer's framework for turnaround strategies to develop hypotheses to explore how smaller, start-up firms adjust their strategies in response to economic recession. The results suggest that start-up organizations are much more inclined to pursue revenue-generating strategies as a means to weathering recession rather than cost reductions, which tended to be the preferred strategy of larger firms. [source]

Organizational Challenges and Strategic Responses of Retail TNCs in Post-WTO-Entry China

ECONOMIC GEOGRAPHY, Issue 1 2009
Wance Tacconelli
abstract In the context of a market characterized by the enduring legacy of socialism through governmental ownership of retail businesses, the continued presence of domestic retailers, and increasing levels of competition, this article examines the organizational challenges faced by, and the strategic responses adopted by, a group of leading food and general merchandise retail transnational corporations (TNCs) in developing networks of stores in the post-WTO-entry Chinese market. On the basis of extensive interview-based fieldwork conducted in China from 2006 to 2008, the article details the attempts of these retail TNCs to embed their operations in Chinese logistics and supply networks, real estate markets, and consumer cultures,three dimensions that are fundamental to the achievement of market competitiveness by the retail TNCs. The article illustrates how this process of territorial embeddedness presents major challenges for the retail TNCs and how their strategic responses vary substantially, indicating different routes to the achievement of organizational legitimacy in China. The article concludes by offering an analysis of the various strategic responses of the retail TNCs and by suggesting some future research propositions on the globalization of the retail industry. [source]

Strategic Responses to Environmental Regulation in the U.K. Automotive Sector: The European Union End-of-Life Vehicle Directive and the Porter Hypothesis

JOURNAL OF INDUSTRIAL ECOLOGY, Issue 4 2006
Jo Crotty
Summary As of 1 January 2006 all automotive OEMs (original equipment manufacturers) and component manufacturers operating within the European Union will need to comply with the End-of-Life Vehicle Directive (referred to hereafter as the EU ELV Directive). The EU ELV Directive compels all OEMs to take back and dismantle all motor vehicles for domestic use at the end of their useful lives. Each component part will then be either reused or recycled. To this end, the ultimate goal of the EU ELV Directive is that all motor vehicles for domestic use will have a reuse or recyclable content of 85% at the end of their useful lives, moving toward 95% by 2015. The burden of the EU ELV Directive falls on both the OEMs and their component manufacturers, forcing them to innovate and "design for disassembly." This being the case, it offers a unique real world example with which to test the Porter Hypothesis. Porter asserts that strict, correctly formulated environmental regulation can offer a firm secondary benefits through improved product design and the reduction of waste. This in turn allows the firm to offset the cost of compliance. Because the EU ELV Directive has been fashioned to force firms into a process of innovation and redesign, the magnitude of these so-called offsets can be judged. This article employs Rugman and Verbeke's 1998 strategic matrix of firm response to environmental regulation to examine qualitative details of the strategic response of automotive component manufacturers and OEMs in the United Kingdom to the demands of the directive to judge the volume of offsets generated. This analysis shows no support for the Porter Hypothesis and challenges the assumptions of Rugman and Verbeke's model. [source]

A strategic response to class size reduction: Combination classes and student achievement in California

JOURNAL OF POLICY ANALYSIS AND MANAGEMENT, Issue 3 2008
David Sims
The California class size reduction program provided schools with cash rewards for K,3 classes of 20 or fewer students. I show how program rules made it possible for schools to save money by using mixed-grade classes to meet class size reduction obligations while maintaining larger average class sizes. I also show that this smoothing of students across grades is associated with a significant test score gap for certain second and third grade students. My estimates suggest that class size reduction may lead to lower test scores for students placed in combination classes. Alternative explanations of teacher experience and credentialing changes cannot explain the test score pattern. This result spotlights both the underappreciated role of age heterogeneity in classroom learning and the difficulty of replicating the success of policy experiments in statewide reform. © 2008 by the Association for Public Policy Analysis and Management. [source]

Contrasting Strategic Response to Economic Recession in Start-Up versus Established Software Firms,

Defining a Democracy: Reforming the Laws on Women's Rights in Chile, 1990,2002

LATIN AMERICAN POLITICS AND SOCIETY, Issue 3 2005
Merike H. Blofield Liesl Haas
ABSTRACT This article evaluates 38 bills seeking to expand women's rights in Chile and finds that the successful ones often originated with the Executive National Women's Ministry (SERNAM), did not threaten existing definitions of gender roles, and did not require economic redistribution. These factors (plus the considerable influence of the Catholic Church) correlate in important ways, and tend to constrain political actors in ways not apparent from an examination of institutional roles or ideological identity alone. In particular, the Chilean left's strategic response to this complex web of interactions has enabled it to gain greater legislative influence on these issues over time. [source]

Joint venture evolution: extending the real options approach

MANAGERIAL AND DECISION ECONOMICS, Issue 4 2008
Jing Li
Real options theory has emerged as a promising avenue to study joint venture (JV) evolution as a strategic response to managing uncertainty. We extend the real options approach by integrating it with game theory. Such a combined method enriches the valuation functions of each partnering firm and helps to identify the optimal decisions for exercising options in a JV. In our model, each firm's synergy from the joint operation and its knowledge acquisition capability (KAC) can significantly influence the competitive dynamics between partners, potentially affecting how each firm decides to acquire, divest, or dissolve. We employ a new solution technique in real options theory to capture the stochastic process of three factors, and use computer simulation to test the model under varying conditions. The results are stated in five testable propositions, providing a better understanding of the dynamics of a JV. We find that symmetries between partners in synergy or KAC contribute to stability or dissolution of the JV, whereas asymmetries in synergy or KAC make acquisition of the JV assets by one partner desirable. Copyright © 2008 John Wiley & Sons, Ltd. [source]

MONOPOLY, POTENTIAL COMPETITION AND PRIVATE STOCK INFORMATION IN EXHAUSTIBLE RESOURCE MARKETS

NATURAL RESOURCE MODELING, Issue 4 2000
MARK D. AGEE
ABSTRACT. This paper develops an exhaustible resource model with an incumbent monopolist that faces future potential entry of a single rival or backstop technology. The model is characterized by private stock information in the sense that firms do not know with certainty the size and/or quality of their rival's reserve stock. Results indicate that if such information is private, the strategic response of the monopolist to an entry threat is to extract reserves in the pre-entry era at a rate faster than would a pure monopolist in an uncontested market, and thus could lead to an improvement in economic welfare relative to the situation where entry is restricted. [source]

Choosing strategic responses to address emerging environmental regulations: size, perceived influence and uncertainty

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 8 2008
Bruce Clemens
Abstract How companies respond to impending regulations is a significant aspect of corporate strategy. Regulations, especially environmental regulations, are expanding quickly and increasingly important to firm success. The threat of impending environmental regulation forces companies to choose levels of strategic responses on a continuum from passive to active. Using practitioner oriented research and existing theoretical models of corporate response, this study finds that the type of strategic response is negatively related to size, positively related to state uncertainty and negatively related to effect/response uncertainty. Based on existing literature and the results of this study, the paper suggests that simplifying the uncertainty construct could lead to more definitive findings in future research. The study results also suggest that a curvilinear relationship may exist between managerial perception of influence and level of strategic response. Most importantly, the findings could have a significant impact on firm decision making regarding environmental investments. For example, it is hoped that firms will be able to use the findings of this study to further understand and anticipate their competitors' decisions. Practitioners may also benefit from the conclusions on uncertainty in that they may be able to more cleanly parse the types of uncertainty immersed in impending environmental regulations. Finally, firms may be better able to understand decisions by their own managers and their competitors' managers in terms of their perceived influence over the regulatory process. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment. [source]

Organizational Challenges and Strategic Responses of Retail TNCs in Post-WTO-Entry China

SURVEYING UNIVERSITY STUDENT STANDARDS IN ECONOMICS

ECONOMIC PAPERS: A JOURNAL OF APPLIED ECONOMICS AND POLICY, Issue 2 2005
Peter Abelson
In late 2003 and early 2004 the Economic Society of Australia surveyed the Heads of Economics Departments in Australia to determine their views on three main issues: student standards; major factors affecting these standards; and policy implications. This paper describes the main results of the survey, reviews the conduct and value of this kind of survey, and discusses policy implications for economics in universities. Most respondents considered that student standards have declined and that the main causes include lower entry standards, high student/staff ratios, and a declining culture of study. However, some respondents argued that standards are multi-dimensional and that people may properly attach different weights to different attributes. Strong precautions assuring anonymity to respondents minimised strategic responses, but may not have eliminated them entirely. However, the respondents' views were based largely on experience rather than evidence and a major finding of this paper is the need for more evidence on standards and on the factors that influence them. Most respondents favoured a decentralised university-based approach to dealing with these issues, contending that centralised accreditation is inappropriate and that market forces would promote quality issues. In the writer's view, externally set and assessed exams as part of university examination procedures would lift standards and send out improved market signals. [source]

University Strategy in an Age of Uncertainty: The Effect of Higher Education Funding on Old and New Universities

HIGHER EDUCATION QUARTERLY, Issue 1 2003
Heather RolfeArticle first published online: 27 OCT 200
This paper explores the effects of changes in funding arrangements, and particularly in tuition fees, on universities and their strategic responses to these changes. Using data from interviews with senior managers in four universities, it finds the most prestigious, pre-1992, university largely unaffected by tuition fees and the others responding to changes in application patterns and intake. However, the effects of tuition fees on university strategy are not easily separated from other changes in the funding of Higher Education, and universities' strategies were strongly influenced by the need to reduce costs and to generate income. A second major concern of all four universities was quality, both of inputs such as students and staff and of outputs, in degree results and ratings in employability, research, teaching and other activities. Marketing was assuming a position of increasing importance, with universities striving to develop a ,brand' to attract students, staff and funding. [source]

Globalization, Financial Crisis, and Industrial Relations: The Case of South Korea

INDUSTRIAL RELATIONS, Issue 3 2003
Dong-one Kim
The South Korean case shows that the globalization trend in the 1990s and the 1997,1998 financial crisis had two contrasting effects on labor rights. First, these developments resulted in negative labor market outcomes: increased unemployment, greater use of contingent workers, and widened income inequalities. On the other hand, they led international organizations such as the Organization for Economic Co-operation and Development (OECD) and the International Labor Organization (ILO) to play important roles in improving labor standards in Korea. Also, continued restructuring drives prompted unions to merge into industrial unions and wage strikes with increased frequency and intensity. Contrary to the common belief, the Korean case shows that globalization and intensified competition resulted in stronger and strategic responses from labor by stimulating employees' interest in and reliance on trade unionism. [source]

Testing for convergent validity between travel cost and contingent valuation estimates of recreation values in the Coorong, Australia,

AUSTRALIAN JOURNAL OF AGRICULTURAL & RESOURCE ECONOMICS, Issue 4 2010
John Rolfe
A number of studies valuing recreation have shown that the travel cost method (TCM) generates higher estimates of value than the contingent valuation method (CVM), even though the latter is commonly associated with potential problems of hypothetical and strategic bias. In this study, both methods have been used to estimate the recreational values associated with the Coorong on the Murray River in south-eastern Australia. Values per adult visitor per recreation day are estimated with the TCM at $149 and with the CVM at $116. A number of methodological and framing issues to explain these value differences are tested. In summary, while no single methodological or framing issue could be identified that would reconcile the difference between TCM and CVM values, it appears likely that there may be a combination of factors that drive the systematic variations in consumer surplus values. The evidence in this study suggests that the most important of these are likely to be the different decision points underpinning data collection and the consideration of substitute sites, strategic responses and the treatment of uncertain responses within the CVM. [source]

Transformation Charters in Contemporary South Africa: The Case of the ABSA Group Limited

BUSINESS AND SOCIETY REVIEW, Issue 2 2008
BINDU ARYA
ABSTRACT Over the past decade, strategy and international business scholars have increasingly turned their attention to assessing how alterations in institutional arrangements in former centrally planned economies influence enterprise-level strategies. Little is known about the strategic responses of organizations operating in countries going through institutional transformation related to social issues. Since the first democratic elections in 1994, the South African government has focused on addressing the inequalities of the past through what is known as Black Economic Empowerment (empowerment of historically disadvantaged black people). In this paper, we investigate the approach used by the Amalgamated Banks of South Africa (ABSA) Group Limited, one of the top four banks and an important player in the South African financial services sector, in formulating and implementing strategy to ensure successful and sustainable organizational transformation. A key component of ABSA's Black Economic Empowerment strategy is incorporation of transformation as a business imperative and not merely as a compliance requirement. [source]

Choosing strategic responses to address emerging environmental regulations: size, perceived influence and uncertainty

Symbolic politics in environmental regulation: corporate strategic responses

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 4 2003
Dirk Matten
Though not entirely new in political science in general, the concept of symbolic politics (SP) currently meets a vivid reception in law and economics. Yet little attention has been paid to SP from a business perspective. Elements of SP are found in nearly all fields of environmental legislation, and the paper will focus on those empirical examples that have a particular effect on markets, the competitive situation of businesses and corporate strategies in general. The consequences of SP for companies are analysed from two different perspectives. First, business will be seen as an addressee of SP. Specific corporate consequences and reactions are discussed. Second, corporations can be regarded as users of SP, as they assume increasingly a role as political actors themselves. This results from certain developments in environmental regulation as well as from the fact that globalization increasingly weakens national governments and their political power, while at the same time corporate actors assume more influence and responsibility. Copyright © 2003 John Wiley & Sons, Ltd and ERP Environment. [source]