TY  - JOUR
T1  - Competing both ways: How combining Porter's low-cost and focus strategies hurts firm performance
JF  - Strategic Management Journal
Y1  - 2021
A1  - Lee,Chi-Hyon
A1  - Hoehn-Weiss,Manuela
A1  - Karim,Samina
KW  - Strategy & Entrepreneurship
VL  - forthcoming
U2  - a
U4  - 162670977024
ID  - 162670977024
ER  - 

TY  - JOUR
T1  - Examining alliance portfolios beyond the dyads: The relevance of redundancy and non-uniformity across and between partners
JF  - Organization Science
Y1  - 2017
A1  - Hoehn-Weiss,Manuela
A1  - Karim,Samina
A1  - Lee,Chi-Hyon
KW  - Strategy & Entrepreneurship
AB  - In this research, we unpack how interdependencies affect not just individual dyads but also value creation across an alliance portfolio and ultimately a focal firm’s performance. Moving beyond the collection of dyadic relationships of individual alliances, we examine more holistically the distribution of power imbalances and mutual dependences within alliance portfolios, as well as the impact of redundancies in portfolio partners’ resources. Building on resource dependence theory, we develop and test arguments on a sample of 59 firms in the U.S. passenger airline industry during 1998–2011. We find that nonuniform distributions of power imbalances and mutual dependences within the alliance portfolio as well as redundancy affect firm performance in different ways, which has implications for the management of alliance portfolios.
VL  - 28
CP  - 1
U2  - a
U4  - 127152766976
ID  - 127152766976
ER  - 

TY  - JOUR
T1  - Delaying Change: Examining How Industry and Managerial Turbulence Impact Structural Realignment
JF  - Academy of Management Journal
Y1  - 2016
A1  - Carroll,Tim
A1  - Karim,Samina
A1  - Long,Chris P
KW  - Management
AB  - This paper examines when firms pursue structural realignment through business unit reconfiguration, specifically by recombining business units. Our results refine and extend contingency theory and studies of organization design by drawing on theories of decision avoidance and delay to describe environmental conditions when firms pursue or postpone structural realignment. Our empirical analysis of 46 firms from 1978 to 1997, operating within the U.S. medical device and pharmaceutical sectors, demonstrates that while decision makers initiate structural recombination during periods of industry growth (i.e., munificence), they reduce their recombination efforts during periods of industry turbulence (i.e., dynamism), and managerial turbulence (i.e., growth in top management team size). We also find evidence that firms delay realignment and bide their time for better environmental conditions of declining turbulence and industry growth before pursuing more structural realignment. Together, these findings suggest that decision makers often delay initiating structural recombination until they can effectively process information and assess how structural changes will help them realign the organization to the environment.
VL  - 59
UR  - https://journals.aom.org/doi/abs/10.5465/amj.2012.0409
CP  - 3
U2  - a
U4  - 222727217152
ID  - 222727217152
ER  - 

TY  - JOUR
T1  - Grouping interdependent tasks: Using spectral graph partitioning to study complex systems
JF  - Strategic Management Journal
Y1  - 2016
A1  - Lee,Chi-Hyon
A1  - Hoehn-Weiss,Manuela
A1  - Karim,Samina
KW  - Strategy & Entrepreneurship
VL  - 37
CP  - 1
U2  - a
U4  - 111915638784
ID  - 111915638784
ER  - 

TY  - JOUR
T1  - Unpacking functional alliance portfolios: How signals of viability affect young firms' outcomes
JF  - Strategic Management Journal
Y1  - 2014
A1  - Hoehn-Weiss,Manuela
A1  - Karim,Samina
KW  - Strategy & Entrepreneurship
VL  - 35
CP  - 9
U2  - a
U4  - 111915665408
ID  - 111915665408
ER  - 

TY  - JOUR
T1  - A framework of organisations as dynamic structures
JF  - International Journal of Strategic Change Management
Y1  - 2011
A1  - Carroll,Tim
A1  - Karim,Samina
KW  - Management
AB  - This paper integrates advances in organisational structure research into a broader framework of 'structural action' that depicts organisations as dynamic structures. The purpose of this paper is to highlight the main contributions from various theories and perspectives that have all informed our understanding of the impact of organisational structure on strategic change. We propose that organisational structures, as one mechanism by which strategy is enacted, are moulded purposefully and in different ways. To better understand how organisations are re-designed, the framework recommends particular structural actions depending on the turbulence (both internal and external) and performance (both actual and aspired) aspects of the organisation.
VL  - 3
CP  - 3
U2  - a
U4  - 222727643136
ID  - 222727643136
ER  - 

TY  - JOUR
T1  - Task bottlenecks and resource bottlenecks: A holistic examination of task systems through an organization design lens
JF  - Strategic Management Journal
Y1  - 0
A1  - Karim,Samina
A1  - Lee,Chi-Hyon
A1  - Hoehn-Weiss,Manuela
KW  - Strategy & Entrepreneurship
U2  - a
U4  - 161398245376
ID  - 161398245376
ER  -