Abstract: A vast empirical and theoretical literature on organizational complementarities has arisen over the last twenty years. Unfortunately, the measure of complementarity that almost all of these papers use is fundamentally flawed if our interest in complementarity is in its implication that getting the mix of organizational practices right is important. This "cross-partial" measure confounds increasing and decreasing returns to scale in practice intensity with actual complementarities. A potentially superior alternative measure, a gradient ratio substitution index, is defined and proposed.

Abstract: Based on value creation logic theory (Stabell & Fjeldstad, 1998), this paper suggests an extension of the original Stabell & Fjeldstad model by an additional fourth value logic, the value system logic. Furthermore, instead of only allowing one dominant value creation logic for a given firm or transaction, an understanding of firms and transactions as a portfolio of value logics (i.e. an interconnected coexistence of different value creation logics) is proposed. These additions to the original value creation logic theory imply interesting avenues for both, strategic decision making in firms and for research into strategic management.

Abstract: Hypercompetition has emerged as an important and common environment descriptor, yet it remains theoretically underdeveloped thus hindering its continuing use in strategic management research. To address this we develop a theoretical framework that decomposes the state and time dimensions of environments and explores the antecedents and evolutionary paths through which hypercompetition can develop within an environment. By focusing on the dynamic nature of hypercompetition we propose that firm-level competitive interactions combined with industry-level integration and diffusion of knowledge influence the unpredictability of the environment associated with hypercompetition.

Abstract: The RBV provoked attention to the VRIN resources that might be micro foundational to the firm, engaging questions about strategic advantage left un-addressed in Porter’s ‘positioning’ analysis. In the two decades since, those theorizing competitive activity have shifted focus onto ‘intangibles’, especially knowledge asymmetries that might be generated endogenously. Analyzing this requires an explicit model of the individual. The impact of economics on our field has resulted in many choosing variants of ‘rational man’. Unfortunately it is then difficult to address Coase’s ‘killer question’ about firms’ existence. Entrepreneurship theorists have often added judgment, emotion, passion, and other humanist features to their model of man. Our paper reviews judgment and explores the implications of deploying human capacities other than rationality as alternative micro foundations.

Abstract: Business cycles baffle managers, while little we know about them. We propose hereby to examine business cycles (originated on mild or sharp macroeconomic shocks) effects on early mover advantages along the industry life cycle. We focus on three prototypical cycles, varying in depth - magnitude of the decline in output and employment, duration –number of quarters with declining activity -, and frequency – number of shocks per unit of time -. Based on mathematical modeling and computer simulation, we aim to provide insight on how organizations may eventually benefit from considering the limitations and opportunities provided by its external environment.

Abstract: Choices about entry timing are critical to firm survival and growth, so they have been studied for decades. Surprisingly, when asked when to be a first, second, early, or late mover, many scholars and managers equivocate. The undefined reactions are understandable—decades of scholarly research did help greatly, but persistently inconsistent findings as well as conceptual and methodological issues undermine the development of a unified theory regarding entry timing. This study hopes to address this problem; it reviews 108 articles published in top-tier management and marketing journals (1989-2013), including the Lieberman and Montgomery’s (1988) seminal piece on first mover advantage. The outcome is a synthesized framework that outlines a wide spectrum of contingencies and strategies of entry timing.