journal article Show Academy of Management Perspectives Vol. 23, No. 3 (Aug., 2009) , pp. 63-81 (19 pages) Published By: Academy of Management https://www.jstor.org/stable/27747526 Abstract This article identifies the emergence of the institution-based view as a third leading perspective in strategic management (the first two being the industry-based and resource-based views). We (a) review the roots of the institution-based view, (b) articulate its two core propositions, and (c) outline how this view contributes to the four fundamental questions in strategy. Overall, suggest that the institution-based view represents the third leg of a strategy tripod, overcomes the long-standing criticism of the industry-based and resource-based views' lack of attention to contexts, and contributes significant new insights as part of the broader intellectual movement centered on new institutionalism. Journal Information The mission of the new Academy of Management Perspectives (AMP) is to provide accessible articles about important issues concerning management and business. AMP articles are aimed at the non-specialist academic reader, not practicing managers, and rely on evidence as opposed to theory or opinion for their arguments. All articles are fundamentally based on research evidence, which can be quantitative or qualitative, but not on opinion. Articles focus on the phenomenon of business and management rather than theory; they do not necessarily have to advance the existing academic literature. Articles might include reviews of what we already know about particular topics, with an orientation specifically toward practical implications. Descriptive articles and those without a theoretical foundation, typically excluded from academic journals, might also be relevant if they advance our understanding of business and management practice. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage
This item is part of a JSTOR Collection. Anglo-American capitalism The word blank____________ has now become the most famous Chinese business word to appear in English-language media and means interpersonal networks. "Global Strategy" refers to a particular theory on how to compete Global strategies have reached new levels of significance because of three defining events: terrorist attacks, anti-globalization protests, and corporate crisis in Asia and the U.S. A SWOT analysis entails a firm's assessment of blank______ strengths, weaknesses, opportunities, and threats At the dawn of the 21st century, blank____ had significant ramifications for companies and strategists around the world. A
Knowing the concepts and components of global strategy will A What is the best view of the concept of globalization? A What are the three "legs" of the strategy tripod that ensure a strategy impacts performance? Industry-based competition, firm-specific resources and capabilities, and institutional conditions and transitions In developing a strategy regarding competition or cooperation, it would be useful to not "Look back, reason ahead" "The extent to which a given competitor possesses strategic endowment comparable, in terms of both type and amount, to those of the focal firm" refers to similarity of Which is not true concerning U.S. anti-trust policy today? The legal standards for inter-firm cooperation are no longer ambiguous in the U.S. an exporter selling below cost abroad and planning to raise prices after eliminating local rivals In some industries where pressures for globalization are relatively low, local firms may possess some skills and assets that are transferable overseas, thus leading to a/anblank_____ strategy. The main types of attack include A Which of the following would not be considered an initial set of actions to gain competitive advantage: Which of the following is not a legal means of signaling? Direct discussion of reduced rivalry with competitors Which is true of strategy? The three drivers of counterattacks do not include Which of the following is not an argument in favor of centralization in knowledge management but instead is an argument in favor of decentralization? Permits greater speed, flexibility, and innovation Unique to international competition are the pressures for local responsiveness, which are reflected in A Four strategic choices for MNEs do not include The type of knowledge that is codifiable (that is, it can be written down and transferred without losing much of its richness) is called Which is true of globalized R&D? For large firms, there are actually diminishing returns for R&D Knowledge management uses “centers of excellence” in which type of MNE? Localization (multi-domestic) strategy involves all of the following except global standardization strategy is the same as a multi-domestic strategy Pressures for cost reductions and local responsiveness include A Which of the following is not an argument in favor of decentralization in knowledge management but instead is an argument in favor of centralization? Sufficient power for corporate-level managers to initiate necessary actions This structure is often used to supply customers (often other MNEs) in a coordinated and consistent way across various countries. The differences in formal and informal institutions that govern the rules of the game in different countries include blank_______ differences. A As firms expand into more countries, they should recognize: Foreign firms are still often discriminated against. Small firms in a large domestic market are referred to as: Occasional internationalizers. Firms may choose not to enter certain countries if: There are dissemination risks. Organizing firm-specific resources and capabilities as a bundle: Favors firms with strong complementary assets. Which of the following are not regulatory risks? Recent trends among host governments regarding their relationships with MNEs. Which of the following exemplify trade barriers? A The strategic goal of blank__________ involves going after countries that offer the highest price. First mover advantages do not include: Successful clashes with dominant firms in domestic markets Large-scale entries do which of the following? A Non-equity modes of entry typically involve: Exports and contractual agreements. All of the following are true of direct exports except: The agendas and objectives of the intermediaries and exporters are the same. Selling the rights to intellectual property for a royalty fee is involved in: Greenfield operations refers to: Wholly owned subsidiaries. Sources of operational synergy include: A Diversification premium is the same thing as: Which would be more characteristic of conglomerates? “Putting one’s eggs in similar baskets.” b and c Research regarding the relationship between product diversification and firm performance indicates that: A Which geographic diversification is most likely to reduce the liability of foreignness? Culturally adjacent countries. In combining product and geographic diversification, which is not one of the four possible combinations? At its core, diversification is essentially driven by all of the following except: Less complicated information systems. Select the best choice: a company that is engaged in oil production, pipelines and tankers, refining, and gasoline stations has engaged in blank______________ expansion. Which is one motive for M&A which does not necessarily increase shareholder value? Corporate scope is shaped by: A Product-related diversification involves all of the following except: A single business strategy. he following managerial motives for conglomerations do not benefit shareholders except: Organizational stability. Which of the following is true regarding M&As? To ensure the success of the M&A, managers need to make sure of all the following except: Seek organizational contrast and variety rather than organizational fit. Which is true regarding restructuring? Corporate restructuring is not widely embraced around the world. Which is true of relatedness? Relatedness can be a common underlying dominant logic that connects various businesses in a diversified firm. What are three legs of the strategy tripod that ensure a strategy impacts performance?Moreover, it represents one of the first attempts to empiri- cally test the interactive effects of the three legs of the strategy tripod (the industry-based, resource-based and institution-based views) in one study and supports the importance of integrating the three legs to better understand the complex phenomenon.
What is an institutional based strategy concerned with?The institution-based view of strategy is the result of a consideration of both these streams of research in the context of business strategy. It conceives strategic choices as the result of the dynamic interaction between organizations and the formal and informal institutional environment (Peng, 2002).
What is a strategy quizlet?Strategy: a set of goal-directed actions a firm takes to gain and sustain superior performance relative to competitors.
What is a corporate global strategy?A global strategy is a plan to help a company grow from an international business (which sells products or services in other countries) to a global business that operates facilities like factories and distribution centres around the world.
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What are the three legs of the strategy tripod that ensure a strategy impacts performance?
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