Publications
63 results found
Crilly D, Zollo M, Hansen MT, 2012, FAKING IT OR MUDDLING THROUGH? UNDERSTANDING DECOUPLING IN RESPONSE TO STAKEHOLDER PRESSURES, ACADEMY OF MANAGEMENT JOURNAL, Vol: 55, Pages: 1429-1448, ISSN: 0001-4273
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- Citations: 379
Foss NJ, Heimeriks KH, Winter SG, et al., 2012, A Hegelian Dialogue on the Micro-Foundations of Organizational Routines and Capabilities, Publisher: WILEY PERIODICALS, INC, Pages: 173-197, ISSN: 1740-4754
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- Citations: 39
Gambardella A, Zollo M, 2011, English reprints of European "management Classics" in native language, European Management Review, Vol: 8, ISSN: 1740-4754
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- Citations: 1
Arevalo JA, Castelló I, De Colle S, et al., 2011, Introduction to the special issue: Integrating sustainability in business models, Journal of Management Development, Vol: 30, Pages: 941-954, ISSN: 0262-1711
Purpose – The purpose of this paper is to introduce this special issue, conceptualized and realized by a group of scholars engaged in the Global Organizational Learning and Development Network (GOLDEN) for Sustainability programme. It aims to adopt the overarching research question of the GOLDEN research programme “How do firms learn to integrate and manage sustainability in their business models, including their organizational purpose, strategy, processes, systems and culture?” as the guiding principle for case selection. Design/methodology/approach – The paper first presents the key ideas underpinning the previous research question and illustrates the research approach and agenda of GOLDEN for Sustainability. Second, it introduces the eight case studies presented in this special issue. Findings – The cases offer good illustrations of the ongoing transition by both medium-sized and multinational corporations dealing with learning and change challenges posed by the identification and management of sustainability issues. The selected cases represent firms operating in diverse contexts and industries, and are developed by scholars specializing in various fields connected to corporate responsibility and sustainability. Originality/value – The paper presents cases of organizations that have made sense of the sustainability challenge and also the different approaches taken to tackle the challenge, and the results stemming from their efforts. © 2011, Emerald Group Publishing Limited.
Zollo M, Freeman E, 2011, Re-thinking the firm in a post-crisis world, EUROPEAN MANAGEMENT REVIEW, Vol: 7, Pages: 191-194, ISSN: 1740-4754
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- Citations: 6
Gambardella A, Zollo M, 2010, Introduction, EUROPEAN MANAGEMENT REVIEW, Vol: 6, Pages: 1-4, ISSN: 1740-4754
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- Citations: 1
Gambardella A, Zollo M, 2010, Editors' Introduction, EUROPEAN MANAGEMENT REVIEW, Vol: 6, Pages: 77-80, ISSN: 1740-4754
Zollo M, 2010, Taking on board (<i>Cum Grano Salis</i>) Pfeffer's call for relevance in, and renewal of, management scholarship, EUROPEAN MANAGEMENT REVIEW, Vol: 6, Pages: 156-158, ISSN: 1740-4754
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- Citations: 1
Zollo M, Reuer JJ, 2010, Experience Spillovers Across Corporate Development Activities, ORGANIZATION SCIENCE, Vol: 21, Pages: 1195-1212, ISSN: 1047-7039
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- Citations: 117
Laureiro-Martínez D, Brusoni S, Zollo M, 2010, The Neuroscientific Foundations of the Exploration-Exploitation Dilemma, Journal of Neuroscience, Psychology, and Economics, Vol: 3, Pages: 95-115, ISSN: 1937-321X
What are the origins of the ability to continuously explore novel domains of activity while at the same time exploiting the current knowledge base with increasing efficacy? The conflicting objectives of exploration and exploitation compete for scarce resources, among which managerial attention is possibly the most critical. This paper integrates recent findings on the neuromodulation of attention to provide a foundational step in understanding how the mind of the manager handles the exploration-exploitation dilemma. Also, this paper proposes several possible ways to combine research in neuroscience, psychology, and management to advance our knowledge of the microfoundations of managerial decision-making. © 2010 American Psychological Association.
Minoja M, Zollo M, Coda V, 2010, Stakeholder cohesion, innovation, and competitive advantage, Corporate Governance, Vol: 10, Pages: 395-405, ISSN: 1472-0701
Purpose: The purpose of this paper is to explore the limits of stakeholder governance and to contribute a better comprehension of the relationships between corporate social performance (CSP) and corporate financial performance (CFP) through the development of a dynamic model that links together innovation and change, stakeholder cohesion, and competitive advantage. Design/methodology/approach: The approach takes the form of theory building through the development of eight testable propositions. Findings: Stakeholder cohesion may have a "dark side" to the extent that it results in inertia and resistance to change, thus reducing propensity to innovation and change. The latter, in turn, are vital for both competitive advantage and stakeholder cohesion itself. Therefore, propensity to innovation and change is the pivotal variable that helps to explain the complex, non-linear, often inextricable relationships between CSP and CFP. Furthermore, external (environmental dynamism) and internal (firm culture) variables moderate, respectively, the impact of innovation and change on firm performance and the impact of firm performance on its propensity to innovation and change. Originality/value: The paper represents a first attempt to use system dynamics to improve the comprehension of the relationships between CSP and CFP and, from a practical point of view, to interpret the economic crisis as a consequence of a too high level of stakeholder cohesion. © Emerald Group Publishing Limited.
Romme AGL, Zollo M, Berends P, 2010, Dynamic capabilities, deliberate learning and environmental dynamism: a simulation model, INDUSTRIAL AND CORPORATE CHANGE, Vol: 19, Pages: 1271-1299, ISSN: 0960-6491
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- Citations: 84
Zollo M, 2009, Superstitious Learning with Rare Strategic Decisions: Theory and Evidence from Corporate Acquisitions, ORGANIZATION SCIENCE, Vol: 20, Pages: 894-908, ISSN: 1047-7039
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- Citations: 181
Zollo M, Minoja M, Casanova L, et al., 2009, Towards an internal change management perspective of CSR: Evidence from project RESPONSE on the sources of cognitive alignment between managers and their stakeholders, and their implications for social performance, Corporate Governance: The international journal of business in society, Vol: 9, Pages: 355-372, ISSN: 1472-0701
Purpose – This paper aims to juxtapose two separate perspectives on corporate social responsibility (CSR) in terms of their ability to explain the cognitive alignment between managers and stakeholders on what constitutes the social responsibility of the focal firm, and to explain social performance. Design/methodology/approach – The authors take two perspectives: that of stakeholder engagement, which has historically characterized the debate on CSR; and that of internal change processes required to integrate CSR in a firm's operations. The authors analyze data from 427 interviews, of which 209 were with managers and 219 with stakeholders of 19 multinational firms in eight sectors, to assess the extent of cognitive alignment between managers and stakeholders on the conceptualization of CSR for the relevant firm, to determine which of the two theoretical perspectives is connected with the degree of cognitive alignment, and to determine which of the two is connected with the perception of corporate social performance (CSP). Findings – The data examined show no evidence that the degree of sophistication in stakeholder engagement practices is connected with either the magnitude of cognitive gaps, or the level of CSP; whereas the degree of integration in internal operations is connected with both narrower cognitive gaps and higher CSP. Originality/value – This paper tackles for the first time the problem of measuring and explaining the gaps between managers and stakeholders about their cognitive representations of CSR. The key result of the analysis is that the standard conceptualization of CSR as a stakeholder engagement process does not suffice neither to explain the variation across firms in their managers' cognitive alignment with stakeholders, nor to explain inter-firm variation in social performance. The strongest explanation for both alignment and performance comes from the extent to which the firm has actually invested in internal change pr
Peteraf M, Pitelis CN, Zollo M, 2008, On 'The Metamorphosis of (the theory of) the firm': An introduction, ORGANIZATION STUDIES, Vol: 29, Pages: 1109-1115, ISSN: 0170-8406
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- Citations: 1
Zollo M, Meier D, 2008, What Is M&A Performance?, ACADEMY OF MANAGEMENT PERSPECTIVES, Vol: 22, Pages: 55-77, ISSN: 1558-9080
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- Citations: 241
Ringov D, Zollo M, 2007, Corporate responsibility from a socio-institutional perspective: The impact of national culture on corporate social performance, Corporate Governance, Vol: 7, Pages: 476-485, ISSN: 1472-0701
Purpose - This paper sets out to investigate the effect of differences in national cultures on the social and environmental performance of companies around the world. Design/methodology/approach - Theoretical propositions on how the various dimensions of national culture influence corporate social responsibility are developed and empirically tested. Findings - The authors propose that companies based in countries characterized by higher levels of power distance, individualism, masculinity, and uncertainty avoidance exhibit lower levels of social and environmental performance. Empirical tests of these propositions are performed via pooled ordinary least squares regression models using a novel proprietary dataset on 463 firms from 23 North American, European and Asian countries. Power distance and masculinity are found to have a significant negative effect on corporate social and environmental performance, whereas cultural differences with respect to individualism and uncertainty avoidance have no significant effect. Originality/value - The potential contribution of this work lies in offering empirical evidence to test the widely held assumption that corporations' socially responsible behavior is influenced by the cultural context in their home country. The adoption and the external appreciation of this kind of behavior does appear to be contingent on specific dimensions of national culture, but not on others. Thus, positive social change through voluntary corporate action may be optimized via initiatives that build on specific cultural values in the relevant country. © Emerald Group Publishing Limited.
Lioukas CS, Zollo M, Reuer JJ, 2007, The impact of information technology capabilities on alliance scope and performance
Drawing on contractual and competence perspectives, this paper investigates the impact of firms' the information technology (IT) capabilities on the geographic scope and performance of strategic alliance. Results show that IT capabilities may either expand or shrink alliance scope, depending on the characteristics of the alliance task. Specifically, such capabilities expand alliance scope for ambiguous tasks and shrink alliance scope for highly analyzable tasks. We also find that IT capabilities generally enhance alliance performance, yet the performance impact of IT capabilities also depends upon alliance scope and task analyzability. We discuss the implications of these findings for the boundaries between the contractual and competence perspectives and suggest that task analyzability plays an important role in determining these boundaries for inter-organizational relationships.
Gottschalg O, Zollo M, 2007, Interest alignment and competitive advantage, ACADEMY OF MANAGEMENT REVIEW, Vol: 32, Pages: 418-437, ISSN: 0363-7425
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- Citations: 184
Lioukas CS, Zollo M, Reuer JJ, 2007, The impact of information technology capabilities on alliance scope and performance
Drawing on contractual and competence perspectives, this paper investigates the impact of firms' the information technology (IT) capabilities on the geographic scope and performance of strategic alliance. Results show that IT capabilities may either expand or shrink alliance scope, depending on the characteristics of the alliance task. Specifically, such capabilities expand alliance scope for ambiguous tasks and shrink alliance scope for highly analyzable tasks. We also find that IT capabilities generally enhance alliance performance, yet the performance impact of IT capabilities also depends upon alliance scope and task analyzability. We discuss the implications of these findings for the boundaries between the contractual and competence perspectives and suggest that task analyzability plays an important role in determining these boundaries for inter-organizational relationships.
Fubini DG, Price C, Zollo M, 2006, The elusive art of postmerger leadership, McKinsey Quarterly, Pages: 29-37, ISSN: 0047-5394
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- Citations: 5
Puranam P, Singh H, Zollo M, 2006, Organizing for innovation: Managing the coordination-autonomy dilemma in technology acquisitions, ACADEMY OF MANAGEMENT JOURNAL, Vol: 49, Pages: 263-280, ISSN: 0001-4273
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- Citations: 407
Corrado R, Zollo M, 2006, Small worlds evolving: governance reforms, privatizations, and ownership networks in Italy, INDUSTRIAL AND CORPORATE CHANGE, Vol: 15, Pages: 319-352, ISSN: 0960-6491
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- Citations: 40
Kale P, Zollo M, 2006, Understanding partnering processes and outcomes: The contribution of evolutionary theory, Handbook of Strategic Alliances, Pages: 81-100, ISBN: 9780761988632
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- Citations: 9
Reuer JJ, Zollo M, 2005, Termination outcomes of research alliances, RESEARCH POLICY, Vol: 34, Pages: 101-115, ISSN: 0048-7333
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- Citations: 77
Zollo M, Singh H, 2004, Deliberate learning in corporate acquisitions: Post-acquisition strategies and integration capability in US bank mergers, STRATEGIC MANAGEMENT JOURNAL, Vol: 25, Pages: 1233-1256, ISSN: 0143-2095
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- Citations: 593
Singh H, Zollo M, 2004, Globalization through acquisitions and alliances: An evolutionary perspective, The INSEAD-Wharton Alliance on Globalizing: Strategies for Building Successful Global Businesses, Pages: 129-158, ISBN: 9780521835718
Although acquisitions and alliances are used increasingly to drive the growth in multinational activities, the success rates of both acquisitions and alliances continue to be considered low, both at home and abroad. How do companies make the choice between acquisitions and alliances as a mode of entry? How do they then approach the post-entry managerial challenges? And, most important, how do companies effectively learn to tackle these problems in a systematic way? The authors examine a variety of factors that might influence the entry choice, including feasibility, flexibility, information asymmetry, digestibility, time horizon, focus on core vs. periphery, and post-agreement hazards. They also explore distinctive post-entry competencies that affect the success of both alliances and acquisitions: an integration capability for the former dimension and relational capability for the latter. The authors stress the strategic value of deliberate investments in assessing and improving one's own capability levels in the management of these entry tools. For example, spending time on understanding one's own organization's less tangible qualities, such as its cognitive and cultural traits, needs to become part of the standard due diligence process. To achieve positive outcomes, the authors say, managers should invest in knowledge management mechanisms that can first identify, and then articulate and codify the processes idiosyncratic to their firms that produce positive results. These processes, along with skilled managers, constitute the competencies needed to achieve success more consistently in these external modes of globalization.
Zollo M, 2003, M&As and corporate growth: Introduction, European Management Journal, Vol: 21, Pages: 176-178, ISSN: 0263-2373
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- Citations: 4
Puranam P, Singh H, Zollo M, 2003, A bird in the hand or two in the bush? Integration trade-offs in technology-grafting acquisitions, European Management Journal, Vol: 21, Pages: 179-184, ISSN: 0263-2373
Technology-grafting acquisitions are the acquisitions of technology-based entrepreneurial firms by established firms. They are often motivated by the need to bring products speedily to market, as well as develop future product pipelines. We argue that these are conflicting objectives; a trade-off between short and long-term performance arises because acquisition integration has opposite effects on the strength of the organizational linkages between target and acquirer, and on the continued innovative capacity of the target firm. © 2003 Elsevier Science Ltd. All rights reserved.
Zollo M, Winter SG, 2002, Deliberate learning and the evolution of dynamic capabilities, ORGANIZATION SCIENCE, Vol: 13, Pages: 339-351, ISSN: 1047-7039
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- Citations: 3497
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