This paper examines inter-organizational innovation collaboration networks (ICNs) using a relational view of the firm perspective. This study suggests that information technology (IT) structure and firm interdependencies can be significant predictors of relational rent generation for innovation collaboration networks. Furthermore, the authors argue that the alignment of these structural propert...

This paper investigates how firm age affects performance. Consistent with an obsolescence of firm endowments, the existence of organizational rigidities, and the proliferation of seniority rules, performance gets worse with age. Profits fall, margins thin, sales growth drops, and costs rise. Firms do best when they are young, and roughly 15 years after listing (37 years after incorporation), th...

This study focuses on the leadership structure at the very top of a firm. Specifically, it examines how the presence of a COO/president, who is separate from the CEO, affects strategic change and CEO dismissal. With longitudinal data on the tenures of 207 CEOs, results suggest that the presence of a separate COO/president increases the magnitude of strategic change under conditions of low firm ...

 We argue that strategic organizational change is best viewed as a multidimensional phenomenon consisting of various degrees of environmental structure and internal conscious awareness. And, by combining this conceptualization of change with a model of organizational knowledge transfer developed by Nonaka and Takeuchi (1995), we gain a better understanding of the types of change strateg...

Innovation is broadly seen as an essential component of competitiveness, embedded in the organizational structures, processes, products, and services within a firm. The objective of this paper is to explore the effects of the organizational, process, product, and marketing innovations on the different aspects of firm performance, including innovative, production, market, and financial performan...

In the current knowledge-oriented society, knowledge is a core strategic component for organizations. Successful knowledge management is therefore a key factor in organizational performance. At the same time, some studies have assumed that knowledge management performance is distinguished from the general features of organizational performance. Thus, this study conceptualizes organizational per...

This study investigates the effects of financial management practices and their role in economical development and organizational performance. Economic environment is changing rapidly and this change is characterised by such phenomena as the globalization, changing customer and investor demands, ever-increasing product-market competition. To compete successfully in this environment organization...