This paper examines how the characteristics of CEOs' social networks, such as the size of the network and the strength of the ties, influence strategic flexibility from a strategic change perspective. External social networks can affect strategic flexibility positively. Previous experience with strategic change will influence external social networks differently, in ways that have repercussions for strategic flexibility. The data were gathered from surveys completed by the CEOs of 203 Spanish firms. The methodology used is regression analysis. We observe that external social networks affect strategic flexibility positively, primarily through the greater size of the networks. We also find that the effects vary if previously the organization is involved in a process of strategic change.

Our study examines the relationship among successor characteristics, post-succession firm change in the degree of internationalization, and firm performance. We use the upper echelon, organization change, and contingency perspectives to frame our conceptual arguments. Based on data from 187 succession observations for listed companies in Taiwan between 2000 and 2005, we find that firms will opt for higher levels of change in their degree of internationalization when they experience outside succession and that the negative impact of change in the degree of firm internationalization on subsequent firm performance is relatively low. We extend the industrial environment, explaining the moderating effect of chief executive officer succession on change in the international strategy model. Outsider successors foster a greater degree of change in the level of firm internationalization when the industrial environment is munificent or complex.

The purpose of this study is to investigate the interactive effects of individual work autonomy and interdependence on collaborative planning, building on the distinction of task and outcome interdependence. Using a questionnaire study, we assess collaborative planning and its antecedents in supply chain relationships, incorporating the forestry and timber industry. While no interactive effects hold for task interdependence, outcome interdependence only facilitates collaborative planning for individuals with low work autonomy. Individuals with high autonomy always invest in collaborative planning. This study provides a picture of supply chain reality more complete than that sketched in studies that have assessed interdependence as a one-dimensional construct and alludes to the importance, often overlooked, of work autonomy in supply chain relationships.

An employee's inability to balance work and non-work related responsibilities has resulted in an increase in stress related illnesses. Historically, research into the relationship between work and non-work has primarily focused on work/family conflict, predominately investigating the impact of this conflict on parents, usually mothers. To date research has not sufficiently examined the management practices that enable all ‘individuals’ to achieve a ‘balance’ between work and life. This study explores the relationship between contemporary life friendly, HR management policies and work/life balance for individuals as well as the effect of managerial support to the policies. Self-report questionnaire data from 1241 men and women is analysed and discussed to enable organizations to consider the use of life friendly policies and thus create a convergence between the well-being of employees and the effectiveness of the organization.

Drawing on social exchange theory, we explore the reciprocal relationship between the perception of being offered family-oriented benefits (childcare information services and childcare vouchers) and parent–employees' engagement in organizational citizenship behaviors (OCBs). We examine the moderating role of both general and family-oriented social support from coworkers, an often cited, but less frequently studied aspect of parent–employees' work experiences. Based on survey data from parent–employees and their supervisors in the United States, we find that the strength of the relationship between the benefits and OCBs varies when coworker support is high versus low and that the direction of the relationship varies according to the type of coworker support. Specifically, when childcare vouchers are offered, OCBs are related to general support, whereas when childcare information is offered, OCBs are related to family-oriented support.

The majority of the literature on high-growth firms focuses on two main aspects: growth factors and rates of growth, but little information exists on how SMEs grow. Past research has implicitly considered high-growth firms as a homogeneous category of businesses, however, in reality, they use different forms of growth: domestic and international geographical expansion, the launch of new related and unrelated products, product improvement, client retention and the acquisition of new clients. This work attempts to identify how high-growth SMEs benefit from different combinations of forms of growth to perform successfully. A sample of 89 high-growth SMEs was selected – with an annual growth rate of more than 10% over a 5-year period – and, by means of a cluster analysis, we found four significantly different combinations of forms of growth. To externally test the robustness of those combinations, a group of demographic variables was considered (size, age, sector), as well as a set of variables related to the growth strategy (personnel involvement, the extent to which growth is a priority, perceived growth with respect to competitors), which support the existence of significant differences between the groups.

The aim of this paper is to determine whether Australian SMEs could be characterised as ‘deliberate’ or ‘emergent’ in their strategic approaches. More specifically, surveying 1230 Australian SMEs, this paper focuses on answers to the following questions: What is the nature and prevalence of strategic practices in Australian SMEs? and to what extent does firm size differentiate the patterning and prevalence of strategic practices? The findings add to the little empirical research showing the principal activities and tools that comprise the strategic practices undertaken in Australian SMEs. Overall, and in both small and medium enterprises respectively, strategic thinking and action seem to be undertaken with the use of a framework of a written business plan which is in line with the ‘deliberate’ approach; however few sophisticated strategy making techniques were employed. Researchers and practitioners may find it valuable to develop tools that will naturally suit SME firms so that these tools can be of more value. Academics and tertiary institutions will be well advised to develop strategic management courses which also specifically focus on more emergent approaches designed for smaller firms including specially developed techniques and tools that are less time-consuming and expensive to use and more suited to smaller firms. This would enable SMEs to expand the range of strategy making tools they employ.

Dynamic capabilities ‘create, extend or modify’ the firm's current operating capabilities in order to enable strategic renewal. Although widely recognized, this conceptualization of the relationship between dynamic and operating capabilities lacks empirical grounding. Using process research into the difficult radical new product development path of a new influenza drug, our data reveal that dynamic and operating capabilities have a stage-gate type relationship. We demonstrate that dynamic capabilities need to achieve certain critical outputs if successful transfer to the operating capability stage is to be reached. Furthermore progress from one stage to the next is dependent on how well dynamic capabilities co-specialize with downstream operating capabilities. This co-specialization is enabled via three processes within a dynamic capability: value network knowledge generation, value schema development and value proposition development.