https://summit.sfu.ca/system/files/iritems1/18103/2011_social_media_bh.pdf

Social media? Get serious! Understanding the functional building blocks of social media

Typologies are an important way of organizing the complex cause-effect relationships that are key building blocks of the strategy and organization literatures. Here, I develop a novel theoretical perspective on causal core and periphery, which is based on how elements of a configuration are connected to outcomes. Using data on hightechnology firms, I empirically investigate configurations based on the Miles and Snow typology using fuzzy set qualitative comparative analysis (fsQCA). My findings show how the theoretical perspective developed here allows for a detailed analysis of causal core, periphery, and asymmetry, shifting the focus to midrange theories of causal processes.

/pdf/building-better-causal-theories-a-fuzzy-set-approach-to-5esgthzjgt.pdf

Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research

Traditionally, consumers used the Internet to simply expend content: they read it, they watched it, and they used it to buy products and services. Increasingly, however, consumers are utilizing platforms – such as content sharing sites, blogs, social networking, and wikis – to create, modify, share, and discuss Internet content. This represents the social media phenomenon, which can now significantly impact a firm’s reputation, sales, and even survival. Yet, many executives eschew or ignore this form of media because they don’t understand what it is, the various forms it can take, and how to engage with it and learn. In response, we present a framework that defines social media by using seven functional building blocks: identity, conversations, sharing, presence, relationships, reputation, and groups. As different social media activities are defined by the extent to which they focus on some or all of these blocks, we explain the implications that each block can have for how firms should engage with social media. To conclude, we present a number of recommendations regarding how firms should develop strategies for monitoring, understanding, and responding to different social media activities.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2514472_code404914.pdf?abstractid=2514472&mirid=1

Social Media? Get Serious! Understanding the Functional Building Blocks of Social Media

Despite numerous testimonials of first movers, the underlying mechanisms of organizations’ big data analytics (BDA) usage deserves close investigation. Our study addresses two essential research questions: (1) How does organizational BDA usage affect value creation? and (2) What are key antecedents of organizational-level BDA usage? We draw on dynamic capabilities theory to conceptualize BDA use as a unique information processing capability that brings competitive advantage to organizations. Furthermore, we employ the technology–organization–environment (TOE) framework to identify and theorize paths via which factors influence the actual usage of BDA. Survey data collected from 161 U.S.-based companies show that: organizational-level BDA usage affects organizational value creation; the degree to which BDA usage influences such creation is moderated by environmental dynamism; technological factors directly influence organizational BDA usage; and organizational and environmental factors indirectly i...

How the Use of Big Data Analytics Affects Value Creation in Supply Chain Management

Is it all a game? Understanding the principles of gamification

Environmental velocity has emerged as an important concept but remains theoretically underdeveloped, particularly with respect to its multidimensionality. In response, we develop a framework that examines the variations in velocity across multiple dimensions of the environment (homology) and the causal linkages between those velocities (coupling). We then propose four velocity regimes based on different patterns of homology and coupling and argue that the conditions of each regime have important implications for organizations. Environmental velocity 1 has become an important concept for characterizing the conditions of organizational environments. Bourgeois and Eisenhardt (1988) introduced this concept to the management literature in their study of strategic decision making in the microcomputer industry. They described this industry as a “highvelocity environment”— one characterized by “rapid and discontinuous change in demand, competitors, technology and/or regulation, such that information is often inaccurate, unavailable, or obsolete” (Bourgeois & Eisenhardt, 1988: 816). From the perspective that the environment is a source of information that managers use to maintain or modify their organizations (Aldrich, 1979, Scott, 1981), velocity has important implications for organizations. Studies have found, for example, that success in high-velocity industries is related to fast, formal strategic decisionmaking processes (Eisenhardt, 1989; Judge & Miller, 1991); high levels of team and process

/pdf/a-multidimensional-conceptualization-of-environmental-3b8dzwm529.pdf

A Multidimensional Conceptualization of Environmental Velocity

Research on how managers control R&D activities has tended to focus on the performance measurement systems used to exploit existing knowledge and capabilities. This focus has been at the expense of how broader forms of management control could be used to enable R&D contextual ambidexterity, the capacity to attain appropriate levels of exploitation and exploration behaviors in the same R&D organizational unit. In this paper, we develop a conceptual framework for understanding how different types of control system, guided by different R&D strategic goals, can be used to induce and balance both exploitation and exploration. We illustrate the elements of this framework and their relations using data from biotechnology firms, and then discuss how the framework provides a basis to empirically examine a number of important control relationships and phenomena.

https://papers.ssrn.com/sol3/Delivery.cfm/j_1467-9310_2011_00642_x_wml.pdf?abstractid=1852067&mirid=1

Achieving contextual ambidexterity in R&D organizations: a management control system approach

Environmental velocity has emerged as an important concept but remains theoretically underdeveloped, particularly with respect to its multidimensionality. In response, we develop a framework that examines the variations in velocity across multiple dimensions of the environment (homology) and the causal linkages between those velocities (coupling). We then propose four velocity regimes based on different patterns of homology and coupling and argue that the conditions of each regime have important implications for organizations.

This path-breaking book provides unique insights into the organisational realities of strategic reconfigurations in uncertain markets, thus advancing the dynamic capability perspective.

Leveraging Dynamic Capabilities: A Contingent Management Control System Approach

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Papers

A Multidimensional Conceptualization of Environmental Velocity

Achieving contextual ambidexterity in R&D organizations: a management control system approach

A Multidimensional Conceptualization of Environmental Velocity

Leveraging Dynamic Capabilities: A Contingent Management Control System Approach

Leveraging Dynamic Capabilities: A Contingent Management Control System Approach