Abstract
In the last chapter we developed a theoretical model showing the impact that embeddedness has upon the performance of strategic initiatives. More specifically, we established a core model of the curvilinear relationships between four types of embeddedness — relational, structural, positional, and cognitive — and the performance of strategic initiatives. We also developed an extended model which integrates the degree of exploration as a key contingency. We established six testable hypotheses on these relationships.
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© 2004 Deutscher Universitäts-Verlag/GWV Fachverlage GmbH, Wiesbaden
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Marx, K. (2004). Methodology. In: The Role of the Social Context for Strategy-Making. Deutscher Universitätsverlag. https://doi.org/10.1007/978-3-322-81847-8_4
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DOI: https://doi.org/10.1007/978-3-322-81847-8_4
Publisher Name: Deutscher Universitätsverlag
Print ISBN: 978-3-8244-8211-5
Online ISBN: 978-3-322-81847-8
eBook Packages: Springer Book Archive