Session 246

Processes of Resource Management

Track H

Date: Tuesday, November 8, 2011


Time: 14:15 – 15:30


Room: Sundial

Session Chair:

  • Annette Ranft, University of Tennessee

Title: Implementing Turnaround Strategies: An Empirical Anlysis of the Turnaround Process


  • Achim Schmitt, École hôtelière de Lausanne, HES-SO // University of Applied Sciences Western Switzerland
  • Sebastian Raisch, University of Geneva

Abstract: Existing literature on the corporate turnaround process has been contradictory. Some scholars argue in favor of a sequential attention to retrenchment and recovery, whereas others advocate a simultaneous focus on these activities. In this study, we draw on resource-based arguments to develop a new conception of the turnaround process: the shifting balance perspective. Based on an empirical analysis of Central European turnaround initiatives, we find that firms can manage the sequential and simultaneous perspectives’ inherent tradeoffs by pursuing a gradually shifting balance between retrenchment and recovery activities throughout the turnaround process.

Title: Learning Through Acquisitions: The Role of Sequence, Nesting and Acquired Managers


  • Michelle Zorn, Auburn University
  • Annette Ranft, University of Tennessee
  • Jennifer Sexton, West Virginia University

Abstract: Using a learning perspective, we attempt to increase understanding of acquisition performance by investigating the relationship between the sequence of acquisitions, nesting of acquisitions and the retention of target firm managers. Nested acquisitions occur when the target firm has itself previously made one or more acquisitions. Specifically, we propose that the sequence and nesting of acquisitions affects the retention of acquired firm employees and that retention, in turn, affects resource transfer and acquired firm momentum. Ultimately, we assert that resource transfer and acquired firm momentum affect acquisition performance. A model and propositions are developed to help stimulate discussion surrounding these linkages.

Title: The Natural Environment as a Source of Competitive Advantage


  • Lynn Walter, Western New England University
  • Linda Edelman, Bentley University
  • Kenneth Hatten, Boston University

Abstract: This study investigates if strategy formation in the U.S. Brewing Industry was related to access to resources in the natural environment. After prohibition, some brewers pursued strategies based on aggressive geographic expansion, while others focused on local markets. Furthermore, some brewers pursued low-cost strategies by maximizing economies of scale, while other brewers focused on brewing quality in relatively small plants. Resource, capability, economic geography and founding conditions theories are applied to understand if access to natural resources such as caves for year round manufacturing and ice for distribution is related to strategy formulation. Initial analysis of data for 2676 brewers, spanning 90 years indicates that access to natural resources is related to the development of strategy and the effects are extremely long lasting.

Title: Unbundling the Bundling Process: SME Response to Environmental Context


  • William Worthington, Baylor University
  • Michael A. Hitt, Texas A&M University and TCU
  • Duane Ireland, Texas A&M University
  • Lorraine Eden, Texas A&M University

Abstract: Managers acquire their collection of resources, bundle those resources into capabilities, and then leverage those capabilities in the market place to gain competitive advantage. The resource orchestration argument identifies acquiring, bundling, and leveraging as critical processes within the firm, yet little is understood about their underlying sub-processes. In this paper we focus on bundling resources into capabilities. We examine top level managers of small and medium size firms, using policy capturing and hierarchical linear modeling methodology, to yield greater insight into the underlying mechanisms of the bundling process. We find empirical support that within the bundling process, managers implement stabilizing, enriching, and pioneering sub-processes consistent with the 2x2 offered; however, the relative importance of each sub-process adjusts with changing environmental conditions.

All Sessions in Track H...

Sun: 09:30 – 10:45
Session 325: Strategy Process and Practice Research in Perspective and Future Directions
Sun: 11:15 – 12:30
Session 326: Systems Perspective to Strategy Process Research
Sun: 13:45 – 15:00
Session 327: Strategy Process, Acquistion Process and Activity Sequences
Mon: 08:00 – 09:15
Session 238: Processes for Adaptation and Change
Session 244: TMT Traits, Characteristics and Roles
Mon: 11:00 – 12:15
Session 239: Risk, Uncertainty and Behavior
Mon: 13:30 – 14:45
Session 237: Dynamic Capabilities, Evolution and Change
Mon: 15:15 – 16:30
Session 242: Managerial Levels and Roles in Processes
Tue: 11:15 – 12:30
Session 241: Perspectives on Strategy Making and Planning
Tue: 14:15 – 15:30
Session 246: Processes of Resource Management
Tue: 16:00 – 17:15
Session 243: Understanding Decision Making Processes
Wed: 08:00 – 09:15
Session 304: Alliances and Cooperation Processes
Wed: 09:45 – 11:00
Session 240: Organizational Structures and Processes

Strategic Management Society