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What makes teams creative? We investigated how the diversity and agreeableness of team members moderate the relationship between creative self-efficacy (CSE) and innovative performance at the team ...

The resource-based view argues that firm performance will be stronger when the resources available to the firm are simultaneously high in revenue enhancing or cost-reducing potential, rareness, and inimitability. However, this central prediction of the resource-based view itself has not been the target of rigorous empirical tests due to inherent methodological challenges. We present a framework to test the central argument by applying the event study method. We discuss the benefits of examining stock price reactions when firms access new resource increments, in particular through international alliances. Empirically, we analyze 225 international codesharing alliance announcements made by 23 international airlines between 1986 and 1998. We show that the market value of a focal firm increases significantly more when the resources available through its international alliance partner are simultaneously high in revenue/cost potential, rare and inimitable, than if the resources are deficient in any of the three characteristics.

We focused on mobile engineers, a distinctive employee group that may have unique reactions to mergers and acquisitions (M&amp, As). Mobile engineers, employees that move from one firm to another, were previously recognized as an undesirable loss by most knowledge-intensive organizations. However, in this study, we show that they may return to their former organizations as effective knowledge creators when their previous and new organizations unite through M&amp, As. We specifically investigated how their mobility direction, relational assets, and intellectual assets affect the amount of knowledge that is jointly created through inter-personal collaborations following the M&amp, A. Using the data of 410 mobile engineers in high-technology M&amp, As during 2000&ndash, 2004 in the United States, we found that the mobility direction from acquiring firms to targets prior to M&amp, A has a positive impact on joint knowledge creation. We also found that such mobility direction positively moderates the relationship between human assets of mobile engineers and their joint knowledge creation.

Compared to the significant development of creativity studies, individual creativity research has not reached a meaningful consensus regarding the most valid and reliable method for assessing individual creativity. This study revisited 2 of the most popular methods for assessing individual creativity: subjective and objective methods. This study analyzed 1,500 individuals to investigate whether the methods for assessing individual creativity affect the measurement outcomes of individual creativity. Findings indicated that subjective assessments have a smaller variance a higher mean and a moderate but significant correlation with objective assessment methods. Such differences can be motivated by social desirability, consistency motif, illusory superiority, and leniency biases. Based on these findings, this study highlighted the need to acknowledge how subjective and objective assessment methods may affect individual creativity assessment outcomes.

This case study conducted qualitative research of the air cargo transportation industry, focusing on the case of Korean Air Cargo. The air cargo business was now in its maturity stage and had revenues of $66 billion in 2010. Since the deregulation of the air industry during the expansion stage, the industry had witnessed fierce competition. Radical changes in the business environment and international politics also affected the industry and cargo airlines need to adjust to industry lifecycles and industry circumstances. In 2004, Korean Air Cargo was ranked the world's largest air cargo carrier. This was the result of adaptation to the business environment and meeting the needs of the market. The firm offered a new service, focusing on delivery of IT products and targeted niche markets. However, the double-digit growth rate of the Chinese economy offered huge opportunity for Chinese and Hong Kong airlines, and by 2010, Cathay Pacific surpassed Korean Air Cargo to become the market leader. With the double-dip global recession and the slowdown in the Chinese economy as well as lowered barriers to entry due to international deregulation, the air cargo industry has entered a hyper-competition phase. What should Korean Air Cargo do to proactively address world economic trends and the industry environment in order to capture market leadership again?

We investigate how the second-order learning process moderates the relationship between innovation performance and two types of knowledge seeking behavior, namely exploration and exploitation. We reinvestigate the second-order learning process of the top 100 Korean firms from 1997 to 2007 by capturing CEO turnover, board turnover, and R&D alliances. We argue that the current findings about exploration and exploitation should be reclassified in terms of innovation input and output. We suggest that researchers investigate the organizational learning process to understand the link between innovation inputs and outputs. Our empirical results show that while innovation inputs are not related to exploratory outputs, the second-order learning process reshapes the relationship between both exploration/exploitation type innovation inputs and exploratory innovation outputs, and that the new focus of organizational learning process can refine current innovation literature.

This paper endeavors to enrich the existing knowledge acquisition literatures by specifically highlighting downsides of external ties of individuals. We introduce the concept of reverse knowledge diffusion (RKD) through external ties of individuals, and develop theoretical propositions to explain how the risks of RKD vary based on competitive dynamics and status of firms as innovation market leaders or market followers. We develop the construct of RKD to help explain why rivals may pursue contrasting knowledge seeking strategies with regards to leverage external ties of individuals, the timing of establishing these ties, and ex ante control mechanisms designed to regulate these relationships. We also discuss how our propositions advance the theory of knowledge seeking behaviors and generate future research opportunities.

This case study looked into Sajo Group's re-entrance into the already-mature canned tuna industry. Commonly, re-establishing brand identity that once disappeared from customers' memories is normally considered harder than launching a new brand. Even still, Sajo ambitiously decided to bring back “Sajo's Canned Tuna”. Sajo faced a management crisis from over-expenditure and failure to expand the market after launching Sajo's Canned Tuna. In order to overcome this, Sajo sold its factory and dissolved its sales organization responsible for direct sales of the product. Although many similar companies exited from the mature fishing and seafood industry when the competition became severe, Sajo remained in the business. The company conducted many M&A transactions focusing on what they knew well and in which they maintained strength. Well-managed M&As enabled Sajo to enhance its business through structural integration, thereby functioning as a new stepping stone for the company's leap back into the market. When Sajo decided to end its sales consignment strategy and resume direct sales of Sajo's Canned Tuna, Sajo secured a supply of high-quality, raw tuna, realizing economies of scale, and re-organized their sales network by merging with Sajohaepyo. Sajo also improved its products' competitive quality by obtaining HACCP certification as well as differentiating its marketing and promotion strategies from those of its competitors. Further, Sajo sought to improve its in-store presence percentage, which had dropped to almost 50%, while trying to persuade shop-owners to rearrange displays that were predominantly taken by Dongwon and Ottogi. Sajo also resumed advertising and sales promotions. As a result, Sajo was able to achieve over 200% increase in market share in two years, thereby elevating the company to the number two spot in the industry. Although Sajo had substantially improved the company's sustainability in both the fishing and seafood industry, its competitors, Dongwon's aggressive marketing strategies and Ottogi's strong sales network are sure to continue to be serious threats. It is time for Sajo to plan additional strategies in order to overcome its competitors' attacks.

Yuhan-Kimberly's core competence is its strategic decision-making process mechanism. During the early 1990s, Yuhan-Kimberly had some serious weaknesses in its major operational divisions. With multinational companies such as P&G coming into the Korean market, the company had to make important decisions. Fortunately, Yuhan-Kimberly was able to make timely strategic decisions at the top management level, successfully dealing with its weaknesses in order to withstand multi-national corporations much bigger than itself. However, if one considers "strategically sound decisions" are all that Yuhan-Kimberly took to accomplish what it has done today, such comment would miss the point. The unique organizational structure, the corporate culture of Yuhan-Kimberly, and the strategic decision-making process are what made the decisions of senior management possible. Only a close inspection of all these factors will reveal the competitive advantage as well as the core competence of Yuhan-Kimberly as a whole.

Classifying the types of networks has been a focus of analysis in the recent, small-world research. A unifying theory has been introduced to provide an integrative perspective on the statistical properties of a variety of real-world networks. This theory postulates that the existence of constraints deters the emergence of a scale-free network. For example, the theory argues that the constraints of airport capacity limit the growth of air traffic, blocking the emergence of a scale-free network. We challenge this argument by reexamining the context of the airline industry. We empirically show that the U. S. airline route network is a scale-free network despite the presence of capacity constraints. We propose a new avenue for future research.

This study examines how the host country experience of Japanese multinational corporations (MNCs) affects their staffing policies for executive manager positions at foreign affiliates. Hypotheses on executive staffing policies for foreign affiliates are tested using survey data collected from 103 Japanese affiliates in Korea. Findings show that the level of global integration and the degree of centralization of decision-making positively affect an assignment of parent country nationals as executive managers of foreign affiliates. We further find that foreign affiliates’ experience in a host country moderates the effects of both global integration and centralization on staffing decisions for the affiliates.

We treat the sudden technology sector crash as a natural experiment to investigate how dramatic changes in resource availability in the e-commerce sector affect stock market response to interfirm alliances. This environmental jolt demarcated two distinctly different periods of e-commerce resource munificence: pre-crash, characterized by high munificence, and post-crash, characterized by low munificence. Using data on alliances involving 75 e-commerce firms from 1995 to 2001, we find that the stock market responds more favorably to alliances during the less munificent period. Further, stock market response to alliance partner and type is also affected by the change in environmental munificence between the two periods. Our findings demonstrate the importance of environmental conditions and how these affect stock market interpretation of signals inherent in alliance announcements. Copyright © 2005 John Wiley & Sons, Ltd.

While the event study method has made significant contributions to strategic management research, most event study research published in management journals has analyzed the financial implications of corporate announcements in a single country. This study discusses solutions to methodological challenges that emerge when applying the event study method to multiple countries. Specifically, this study develops the world market model, illustrating how to simultaneously assess the financial impact of strategic actions in multiple countries. These challenges and solutions are illustrated by an example of a multi-country event study analyzing 241 international alliance announcements of 23 firms in 16 countries. The findings show that the use of the single country market model in a multi-country event study is likely to overestimate changes in firm value, demonstrating the need for this world market model. Copyright © 2004 John Wiley & Sons, Ltd.

This study relies on the resource-based view to examine how alliances of e-commerce firms affect firm value in an emerging business sector. Using an event study method, we investigate 272 alliances of 69 e-commerce firms. Our findings show that alliances of e-commerce firms in general have a positive effect on firm value. Unlike previous studies of alliances, we find that marketing alliances generate significantly greater firm value than technology alliances. Our results also show that alliances with other e-commerce partners do not have a significantly different effect on firm value than alliances with bricks-and-mortar partners. Implications and avenues for future research are discussed.

This study investigates codesharing alliances to see if they increase market shares of the carriers involved by analyzing a time-series data of 56 airlines over the 1986–1993 period. Our empirical results indicate: (a) codesharing, in fact, increases the carriers' market shares; (b) codesharings between existing airlines increase market shares less than those between relatively new carriers; and (c) the market-share-increasing effect of codesharing alliance is higher in markets with fewer competing carriers.

Previous studies have been interested in how to maximize both the efficiency and the effectiveness of organizational learning. On the flipside, some studies have investigated the critical barriers ...