Learning from experience in strategic decision making settings
Organizational learning has been an important topic for the ﬁeld of organization theory scholars but it is somewhat emerging in strategy and innovation literature. I provide a theoretical framework to explore organizational learning from experience and its impact on strategic decision making. I include and combine different streams from management and psychology literature e.g., learning from failure literature, the 4I framework and experiential learning theory. According to the framework, organizational experience, learning, and, ultimately, knowledge influence an organization’s strategic decision making. I hope that this perspective will stimulate future work on organizational learning and knowledge in the strategic and innovation management literature.
The fine line between success and failure - Joint venture management at Nestea and Lipton Ice Tea (Joint work with Wim Vanhaverbeke and Nadine Roijakkers)
Joint ventures are a popular mode of inter-firm cooperation to achieve various objectives. However, joint ventures can be a challenge to manage, which may explain their high failure rates. As these failures leave companies with high costs, researchers have devoted their attention to studying the factors leading to joint venture success/failure in the past years. On the basis of two competing joint ventures in the ready-to-drink tea industry we disentangle the factors of both joint venture success and failure. Although both joint ventures have very similar histories and starting conditions, the joint venture between Nestlé and The Coca-Cola Company collapsed in 2012 whereas the joint venture between Unilever and PepsiCo still prospers. Our research emphasizes the fine line between success and failure when it comes to managing joint ventures. Based on our results, we provide a step-by-step guideline for managers to effectively and successfully manage joint ventures.
Coopetition, Cooperation and Competition as Determinants of Companies’ Appropriation Strategies (Joint work with Knut Blind and Bernd Ebersberger)
In this article, we investigate how a company’s coopetition (collaboration with competitors), cooperation and competition strategies influence its usage of intellectual property appropriation mechanisms. In addition to firm characteristics and sector variables as predictors for appropriation methods used in previous studies, we disentangle coopetition, cooperation and competition as further determinants for a firm's use of formal (e.g., patents, trademarks) or informal (e.g., secrecy, lead time) appropriation mechanisms. This leads to substantial model uncertainty, which we tackle by using Bayesian Model Averaging. We find that companies should strive for IP appropriation strategies that are well aligned with their choice of cooperation and competition strategies as this facilitates value capturing from innovation.