Skip to main content
SpringerLink
Log in

Introduction

  • Chapter
A Contingency-Based View of Chief Executive Officers’ Early Warning Behavior

  • 362 Accesses

Abstract

“Organizations depend on the environment [...] and often must cope with unstable, unpredictable external events.”1 They can anticipate these events that affect the organization by early warning,2 a two-step process that comprises scanning the environment3 and interpreting these data into information about opportunities and risks for the organization.4

See B 2.4.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 39.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 54.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Daft, Sormunen and Parks (1988), p. 123. See also Hambrick (1981), p. 299, Chakravarthy (1997), p. 69 and Zahra and Bogne (2000), p. 135ff. The dependency of organizations on the environment is also analyzed by Brown (1966), p. 322.

    Google Scholar 

  2. See Daft and Weick (1984), p. 290, May, Stewart and Sweo (2000), p. 403, Hambrick (1982), p. 159f., Culnan (1983), p. 194, Tushman (1977), p. 588 and Jemison (1984), p. 133.

    Google Scholar 

  3. See Daft and Weick (1984), p. 290.

    Google Scholar 

  4. Andrews (1980), p. 48.

    Google Scholar 

  5. For the strategic importance of anticipating trends see Aguilar (1967), p. 1, Steiner (1969), p. 15ff. and Hofer and Schendel (1978), p. 47, who calls it environmental analysis.

    Google Scholar 

  6. See Hambrick (1982), p. 159, Lawrence (1981), p. 321ff., Channon (1979), p. 123 and Huber (1984), p. 929.

    Google Scholar 

  7. See Hedberg, Nystrom and Starbuck (1976), p. 47f. and Bluedorn, Johnson, Cartwright and Barringer (1994), p. 201f.

    Google Scholar 

  8. See Huygens, Baden-Fuller, van den Bosch and Volberda (2001), p. 971ff.

    Google Scholar 

  9. See Lawrence and Lorsch (1967), p. 84ff.

    Google Scholar 

  10. See Miller and Friesen (1977), Subramanian, Fernandes and Harper (1993), Subramanian, Kumar and Yauger (1994) and Thornhill and Amit (2003).

    Google Scholar 

  11. See Cockburn, Henderson and Stern (2000), p. 1123 and Kunze (2000), p. 169ff. He considers the anticipation of risks and chances as an important resource that leads to leadership in the market. See also Fritz (1990), p. 496, Kirzner (1978), p. 11 and Kröger (2001), p. 9ff. For time as a competitive advantage see Simon (1988) p. 79ff.

    Google Scholar 

  12. Amit and Schoemaker (1993), p. 35.

    Google Scholar 

  13. Powell (2001), p. 875.

    Google Scholar 

  14. See Barney (2001), p. 644.

    Google Scholar 

  15. See De Figueiredo (2000), p. 50.

    Google Scholar 

  16. See Henderson (2004) and Lee and Lee (2005).

    Google Scholar 

  17. See Bundesamt’ (2005), p. 20f.

    Google Scholar 

  18. See for example Sull (1999), p. 47.

    Google Scholar 

  19. See Lück (1998), p.9ff., Kröger (2001), p. 12ff. and Hahn, Weber and Friedrich (2000). A specific law for limited liability companies does not exist as the legislator assumes the same responsibility for them depending on their size and structure. See Lück (1998), p. 1926.

    Google Scholar 

  20. See Wall (2002).

    Google Scholar 

  21. See Aguilar (1967), Daft, Sormunen and Parks (1988), Sawyerr (1993), Elenkov (1997), May, Stewart and Sweo (2000), McGee and Sawyerr (2003) and Garg, Walters and Priem (2003).

    Google Scholar 

  22. See Müller (1987), p. 152 and Krystek and Müller-Stewens (1993), p. VI.

    Google Scholar 

  23. See Daft and Weick (1984), p. 286.

    Google Scholar 

  24. See Nottenburg and Fedor (1983), p. 315ff., Isabella (1990), p. 8f. and Crossan, Lane and White (1999), p. 528f.

    Google Scholar 

  25. See for example Banerjee (2001). On the organizational level research has already been conducted. See for example Schneider (1997), Durand (2003)g and B 2.4.

    Google Scholar 

  26. See for example Burns and Stalker (1961) and Woodward (1975).

    Google Scholar 

  27. See Lewin and Stephens (1994), p. 187f. and Yasai-Ardekani and Nystrom (1996), p. 188.

    Google Scholar 

  28. See Aguilar (1967), Daft, Sormunen and Parks (1988), Sawyerr (1993), Elenkov (1997), May, Stewart and Sweo (2000), McGee and Sawyerr (2003) and Garg, Walters and Priem (2003).

    Google Scholar 

  29. See Yasai-Ardekani and Nystrom (1996).

    Google Scholar 

  30. See Child (1972), p. 13, Miller and Dröge (1986), p. 539 and Lewin and Stephens (1994), p. 185.

    Google Scholar 

  31. See Magnusson (1981).

    Google Scholar 

  32. See Kenrick and Dantchik (1983).

    Google Scholar 

  33. See Hambrick (1981) and Hambrick (1982).

    Google Scholar 

  34. See Fisher (1996).

    Google Scholar 

  35. See Scribner and Handler (1987).

    Google Scholar 

  36. See Yasai-Ardekani and Nystrom (1996).

    Google Scholar 

  37. See Miller and Friesen (1977).

    Google Scholar 

  38. See Subramanian, Fernandes and Harper (1993).

    Google Scholar 

  39. See Subramanian, Kumar and Yauger (1994).

    Google Scholar 

  40. See Lewin and Stephens (1994).

    Google Scholar 

Download references

Rights and permissions

Reprints and permissions

Copyright information

© 2007 Deutscher Universitäts-Verlag | GWV Fachverlage GmbH, Wiesbaden

About this chapter

Cite this chapter

(2007). Introduction. In: A Contingency-Based View of Chief Executive Officers’ Early Warning Behavior. Gabler. https://doi.org/10.1007/978-3-8350-5504-9_1

Download citation

Publish with us

Policies and ethics

Search

Navigation