Standorte in Hochlohnländern können in guter, wie auch in angespannter Wirtschaftslage erfolgreich agieren. Während in einer guten Wirtschaftslage Strategien verfolgt werden, welche die Adressierung mehrerer Differenzierungsfaktoren beinhalten, werden in einer angespannten Wirtschaftslage klare strategische Fokussierung gelegt. Beiden Wirtschaftslagen ist gemeinsam, dass Maßnahmen und Fähigkeiten auf die anvisierte Strategie abzustimmen sind.
Replicating a successful template or best practice across time (temporal replication) or across a number of different economic settings (spatial replication) is an important strategy for organizational growth and performance improvement. In this paper, we use an NK landscape model to examine how organizations may innovate and adapt to their environment through inaccurate replication. We identify conditions under which inaccurate replication can result in higher long-run performance than accurate replication. We also uncover the specific mechanisms through which replication errors may affect organizational performance. In that, our study also sheds a new light on how organizations may learn from (replication) errors.
We consider four scenarios that can unfold when organizations either innovate or respond rigidly to organizational decline. Two of the scenarios are downward spirals that threaten an organization with possible death, and two of the scenarios are turnarounds. These scenarios are important because they can determine the fate of an organization—survival or death. We explore the conditions under which each of these scenarios is likely to emerge, developing original theory and specifying propositions about those conditions. In developing this theoretical framework, we distinguish between flexible and inflexible innovations as factors in turnaround success or failure. Our model extends current theory on organizational decline to highlight the feedback effects of the consequences of decline and to explain the circumstances in which particular feedback effects are likely to occur.
This study adopts the push-entrepreneurship perspective and develops a conceptual framework grounded in prospect theory, in order to investigate whether source of sunemployment, layoff in particular, and duration of unemployment stimulate entrepreneurial intent. We also propose that fear of failure and risk propensity moderate the source/duration–entrepreneurial intent relationships. We test our hypotheses using survey data from a sample of unemployed individuals. Results show that both layoff and duration of unemployment are stimuli for higher entrepreneurial intent, and the source of unemployment-intent relationship is moderated by fear of failure and risk propensity. We discuss the implications of these results.
