/ Journals / Foreign Economics & Management
Foreign Economics & Management
LiZengquan, Editor-in-Chief
ZhengChunrong, Vice Executive Editor-in-Chief
YinHuifang HeXiaogang LiuJianguo, Vice Editor-in-Chief
Editorial Board  |  Read more about this journal »
AboutAll IssuesAuthors GuidePeer ReviewSubscribeContact Us
Home  >  All Issues  >  2021  >  No.07  >  Article Details
Enterprise Strategy Rhythm and Competitive Advantages: A Theoretical Framework
Tang Jifeng1, Xiao Xiao2, Li Xinchun1
Full Article  |  PDF Article(930.7 KB)
Foreign Economics & Management Vol. 43, Issue 07, pp. 3 - 21 (2021)  DOI:10.16538/j.cnki.fem.20210520.101
First published at:Jul 20, 2021
Summary
References
Summary

Based on the review of 45 domestic and foreign articles from the perspective of time in the strategy management field, this paper makes a comprehensive study on the rhythm of the process of strategic activities. Firstly, the concept of strategy rhythm is defined, and the dynamic characteristics of the execution process of strategic activities are summarized as “strategy rhythm”. Secondly, from the speed and variability of time, it can be divided into four basic types of strategy rhythm: low speed and low variation, high speed and low variation, low speed and high variation, high speed and high variation. On this basis, the main causes of the strategy rhythm of enterprises are analyzed from managers, enterprises and the external environment, and the influence mechanism of strategy rhythm on the strategic effect is further analyzed from the two temporal dimensions of speed and variability, so as to form a research framework of strategy rhythm and competitive advantages. Finally, the future direction is put forward to lay the foundation for the further study of strategy rhythm.

This paper mainly has four theoretical contributions: Firstly, from the perspective of time, it analyzes the process of strategic activities and defines the concept of strategy rhythm, which helps to analyze the problems in enterprise strategy management, such as why the same type of strategic activities in different enterprises have different effects, and why different enterprises in the process of strategy implementation present different growth patterns. Secondly, it classifies four basic types of strategy rhythm, which is helpful to have a fundamental cognition of strategy rhythm from the perspective of time, and to further understand the connotation of strategy rhythm and its influence mechanism on the construction of competitive advantages of enterprises. Thirdly, it sorts out the causes of strategy rhythm at the three levels of managers, enterprises and the external environment. The three reasons directly affect the process of strategic activities of enterprises, and to a large extent determine what kind of strategy rhythm enterprises use. By sorting out the main causes of strategy rhythm at three levels, this paper is conducive to further research on the formation of enterprise strategy rhythm. Finally, it discusses the theoretical explanation mechanism of strategy rhythm on competitive advantages. Through sorting out the explanatory theory of the influence of speed and variability on strategy results, it is helpful to deepen the understanding of the double-sided influence of speed and variability on enterprises. The analysis of theoretical explanation mechanism in this paper, on the one hand, is helpful for enterprises to understand their own time management ability in strategy management, that is, the ability to control strategy rhythm; on the other hand, it is helpful for enterprises to further explore the influence and mechanism of different types of enterprise strategy rhythm on their competitive advantages from different theoretical perspectives.

Keywords
strategy rhythm; time perspective; dynamic characteristics; competitive advantage; literature review
[1] Cao Xuanwei, Tang Fangcheng, Lnag Chungang. Time strategy: a missing dimension in strategic management research[J]. Journal of Xi'an Jiaotong University (Social Sciences), 2011, 31(2):31-37.
[2] Li Qinghua, Wang Wenping. The process model of entry of international market based inter-temporal economies of scope: from the perspective of knowledge-based view[J]. Management Review, 2011,23(3):29-38.
[3] Pan Qi, Zhu Yiming. An empirical study of the continuous donation's influence on corporate value-An evidence of the listed companies from China's A-share market[J]. Science Research Management, 2017, 38(6):116-124.
[4] Tai Lufeng, Yan Linnan. Research on the relationship between internationalization strategy of the enterprise and its performance under the background of global value chain division network[J]. International Economics and Trade Research,2020, (8):38-54.
[5] Wang Dong, Wei Zelong, Shen Hao. Research on the effects of external network, strategic orientations on strategic change speed in transition economy[J]. Nankai Business Review,2011,14(6):76-84.
[6] Wang Longwei, Li Yuan, Yang Jianjun. A research on the relationship among information communication, management control, and speed of strategic change[J]. Science Research Management, 2007, 28(4):163-169.
[7] Xu Min, Wang Guoyin, Liu Fang. Relationship between strategic implementation speed and performance: the moderate effect of environmental dynamism and resource availability[J]. Science and Technology Management Research, 2014, 22:179-182.
[8] Zhu Hengyuan, Yang Bin, Liu Xing. Strategy rhythm: a new dynamic framework for strategy analysis[J]. Journal of Technology Economics, 2018, 37(3):30-36.
[9] Zhu Hengyuan, Yang Bin. Strategy rhythm: dynamic management of change[J]. Ceibs Business Review, 2019, (3):18-24.
[10] Ahuja G, Lampert C M, Novelli E. The second face of appropriability: Generative appropriability and its determinants[J]. Academy of Management Review,2013, 38(2): 248-269.
[11] Allison T H, Mckenny A F, Short J C. Integrating time into family business research: Using random coefficient modeling to examine temporal influences on family firm ambidexterity[J]. Family Business Review,2013, 27(1): 20-34.
[12] Amburgey T L, Kelly D, Barnett W P. Resetting the clock: The dynamics of organizational change and failure[J]. Administrative Science Quarterly,1993, 38(1): 51-73.
[13] Ancona D G, Chong C L. Entrainment: Pace, cycle, and rhythm in organizational behavior[J]. Research in Organizational Behavior,1996, 18: 251-284.
[14] Ancona D G, Chong C. Cycles and synchrony: The temporal role of context in team behavior[J]. Research on Managing Groups and Teams: Groups in Context,1999, 2: 33-48.
[15] Ancona D G, Okhuysen G A, Perlow L A. Taking time to integrate temporal research[J]. Academy of Management Review,2001, 26(4): 512-529.
[16] Argote L, Miron-Spektor E. Organizational learning: From experience to knowledge[J]. Organization Science,2011, 22(5): 1123-1137.
[17] Bakker R M, Knoben J. Built to last or meant to end: Intertemporal choice in strategic alliance portfolios[J]. Organization Science,2015, 26(1): 256-276.
[18] Barney J. Firm resources and sustained competitive advantage[J]. Journal of Management,1991, 17(1): 99-120.
[19] Belderbos R, Gilsing V, Lokshin B, et al. The antecedents of new R&D collaborations with different partner types: On the dynamics of past R&D collaboration and innovative performance[J]. Long Range Planning,2018, 51(2): 285-302.
[20] Bergh D D, Lim E N K. Learning how to restructure: Absorptive capacity and improvisational views of restructuring actions and performance[J]. Strategic Management Journal,2008, 29(6): 593-616.
[21] Berrone P, Cruz C, Gomez-Mejia L R. Socioemotional wealth in family firms: Theoretical dimensions, assessment approaches, and agenda for future research[J]. Family Business Review,2012, 25(3): 258-279.
[22] Bingham C B, Eisenhardt K M. Rational heuristics: The “simple rules” that strategists learn from process experience[J]. Strategic Management Journal,2011, 32(13): 1437-1464.
[23] Blount S, Janicik G A. When plans change: Examining how people evaluate timing changes in work organizations[J]. The Academy of Management Review,2001, 26(4): 566-585.
[24] Bluedorn A C, Martin G. The time frames of entrepreneurs[J]. Journal of Business Venturing,2008, 23(1): 1-20.
[25] Breton-Miller I L, Miller D. Temporal considerations in the study of family firms: Reflections on “the study of organizational behaviour in family business”[J]. European Journal of Work and Organizational Psychology,2014, 23(5): 669-673.
[26] Brown S L, Eisenhardt K M. The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations[J]. Administrative Science Quarterly,1997, 42(1): 1-34.
[27] Chen J H, Nadkarni S. It’s about time! CEOs’ temporal dispositions, temporal leadership, and corporate entrepreneurship[J]. Administrative Science Quarterly,2017, 62(1): 31-66.
[28] Chen M J, Miller D. Competitive dynamics: Themes, trends, and a prospective research platform[J]. Academy of Management Annals,2012, 6(1): 135-210.
[29] Child J. Organizational structure, environment and performance: The role of strategic choice[J]. Sociology,1972, 6(1): 1-22.
[30] Clark L F, Collins II J E. Remembering old flames: How the past affects assessments of the present[J]. Personality and Social Psychology Bulletin,1993, 19(4): 399-408.
[31] Cohen W M, Levinthal D A. Absorptive capacity: A new perspective on learning and innovation[J]. Administrative Science Quarterly,1990, 35(1): 128-152.
[32] Davis P S, Dibrell C C, Janz B D. The impact of time on the strategy-performance relationship: Implications for managers[J]. Industrial Marketing Management,2002, 31(4): 339-347.
[33] De Massis A, Chirico F, Kotlar J, et al. The temporal evolution of proactiveness in family firms: The horizontal s-curve hypothesis[J]. Family Business Review,2013, 27(1): 35-50.
[34] Derfus P J, Maggitti P G, Grimm C M, et al. The red queen effect: Competitive actions and firm performance[J]. Academy of Management Journal,2008, 51(1): 61-80.
[35] Dieleman M. The rhythm of strategy: A corporate biography of the salim group of indonesia[M]. Amsterdam: Amsterdam University Press, 2008.
[36] Dierickx I, Cool K. Asset stock accumulation and sustainability of competitive advantage[J]. Management Science,1989, 35(12): 1504-1511.
[37] Donaldson L. Performance-driven organizational change: The organizational portfolio[M]. Thousand Oaks: Sage Publications, 1999.
[38] Doob L W. Patterning of time[M]. New Haven: Yale University Press, 1971.
[39] Eisenhardt K M, Martin J A. Dynamic capabilities: What are they?[J]. Strategic Management Journal,2000, 21(10-11): 1105-1121.
[40] Ferrier W J. Navigating the competitive landscape: The drivers and consequences of competitive aggressiveness[J]. Academy of Management Journal,2001, 44(4): 858-877.
[41] Gao G Y, Pan Y G. The pace of MNEs’ sequential entries: Cumulative entry experience and the dynamic process[J]. Journal of International Business Studies,2010, 41(9): 1572-1580.
[42] Gersick C J G. Pacing strategic change: The case of a new venture[J]. Academy of Management Journal,1994, 37(1): 9-45.
[43] Greenwood R, Hinings C R. Understanding radical organizational change: Bringing together the old and the new institutionalism[J]. Academy of Management Review,1996, 21(4): 1022-1054.
[44] Hashai N, Kafouros M, Buckley P J. The performance implications of speed, regularity, and duration in alliance portfolio expansion[J]. Journal of Management,2018, 44(2): 707-731.
[45] Hilmersson M, Johanson M. Knowledge acquisition strategy, speed of capability development and speed of SME internationalisation[J]. International Small Business Journal: Researching Entrepreneurship,2020, 38(6): 536-556.
[46] Homburg C, Bucerius M. A marketing perspective on mergers and acquisitions: How marketing integration affects postmerger performance[J]. Journal of Marketing,2005, 69(1): 95-113.
[47] Hutzschenreuter T, Voll J C. Performance effects of “added cultural distance” in the path of international expansion: The case of German multinational enterprises[J]. Journal of International Business Studies,2008, 39(1): 53-70.
[48] Huy Q N. Time, temporal capability, and planned change[J]. Academy of Management Review,2001, 26(4): 601-623.
[49] Ireland R D, Hitt M A, Vaidyanath D. Alliance management as a source of competitive advantage[J]. Journal of Management,2002, 28(3): 413-446.
[50] Johanson J, Vahlne J E. The internationalization process of the firm−A model of knowledge development and increasing foreign market commitments[J]. Journal of International Business Studies,1977, 8(1): 23-32.
[51] Klarner P, Raisch S. Move to the beat−Rhythms of change and firm performance[J]. Academy of Management Journal,2013, 56(1): 160-184.
[52] Kok H, Faems D, De Faria P. Dusting off the knowledge shelves: Recombinant lag and the technological value of inventions[J]. Journal of Management,2019, 45(7): 2807-2836.
[53] Kunisch S, Bartunek J M, Mueller J, et al. Time in strategic change research[J]. The Academy of Management Annals,2017, 11(2): 1005-1064.
[54] Laamanen T, Keil T. Performance of serial acquirers: Toward an acquisition program perspective[J]. Strategic Management Journal,2008, 29(6): 663-672.
[55] Lane P J, Koka B R, Pathak S. The reification of absorptive capacity: A critical review and rejuvenation of the construct[J]. Academy of Management Review,2006, 31(4): 833-863.
[56] Levitt B, March J G. Organizational learning[J]. Annual Review of Sociology,1988, 14: 319-338.
[57] Li X B, Mitchell R K. The Pace and stability of small enterprise innovation in highly dynamic economies: A China-based template[J]. Journal of Small Business Management,2009, 47(3): 370-397.
[58] Lin W T. Family ownership and internationalization processes: Internationalization pace, internationalization scope, and internationalization rhythm[J]. European Management Journal,2012, 30(1): 47-56.
[59] Lumpkin G T, Brigham K H. Long-term orientation and intertemporal choice in family firms[J]. Entrepreneurship Theory and Practice,2011, 35(6): 1149-1169.
[60] Miller D, Steier L, Breton-Miller I L. Lost in time: Intergenerational succession, change, and failure in family business[J]. Journal of Business Venturing,2003, 18(4): 513-531.
[61] Mohammed S, Nadkarni S. Temporal diversity and team performance: The moderating role of team temporal leadership[J]. Academy of Management Journal,2011, 54(3): 489-508.
[62] Nadkarni S, Chen J H. Bridging yesterday, today, and tomorrow: CEO temporal focus, environmental dynamism, and rate of new product introduction[J]. Academy of Management Journal,2014, 57(6): 1810-1833.
[63] Nadkarni S, Chen T X, Chen J H. The clock is ticking! Executive temporal depth, industry velocity, and competitive aggressiveness[J]. Strategic Management Journal,2016, 37(6): 1132-1153.
[64] Nadkarni S, Herrmann P. CEO personality, strategic flexibility, and firm performance: The case of the Indian business process outsourcing industry[J]. Academy of Management Journal,2010, 53(5): 1050-1073.
[65] Oviatt B M, McDougall P P. Toward a theory of international new ventures[J]. Journal of International Business Studies,1994, 25(1): 45-64.
[66] Pérez-Nordtvedt L, Payne G T, Short J C, et al. An entrainment-based model of temporal organizational fit, misfit, and performance[J]. Organization Science,2008, 19(5): 785-801.
[67] Perlow L A, Okhuysen G A, Repenning N P. The speed trap: Exploring the relationship between decision making and temporal context[J]. The Academy of Management Journal,2002, 45(5): 931-955.
[68] Peteraf M A, Barney J B. Unraveling the resource-based tangle[J]. Managerial and Decision Economics,2003, 24(4): 309-323.
[69] Sastry M A. Problems and paradoxes in a model of punctuated organizational change[J]. Administrative Science Quarterly,1997, 42(2): 237-275.
[70] Shi W L, Prescott J E. Rhythm and entrainment of acquisition and alliance initiatives and firm performance: A temporal perspective[J]. Organization Studies,2012, 33(10): 1281-1310.
[71] Shi W L, Sun J, Prescott J E. A temporal perspective of merger and acquisition and strategic alliance initiatives: Review and future direction[J]. Journal of Management,2012, 38(1): 164-209.
[72] Souza G C, Bayus B L, Wagner H M. New-product strategy and industry clockspeed[J]. Management Science,2004, 50(4): 537-549.
[73] Stalk Jr G. Time-the next source of competitive advantage[J]. Harvard Business Review,1988, 66(4): 41-51.
[74] Standifer R, Bluedorn A. Alliance management teams and entrainment: Sharing temporal mental models[J]. Human Relations,2006, 59(7): 903-927.
[75] Staudenmayer N, Tyre M, Perlow L. Time to change: Temporal shifts as enablers of organizational change[J]. Organization Science,2002, 13(5): 583-597.
[76] Tang Z, Hull C E, Rothenberg S. How corporate social responsibility engagement strategy moderates the CSR-financial performance relationship[J]. Journal of Management Studies,2012, 49(7): 1274-1303.
[77] Teece D J, Pisano G, Shuen A. Dynamic capabilities and strategic management[J]. Strategic Management Journal,1997, 18(7): 509-533.
[78] Teece D J. Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance[J]. Strategic Management Journal,2007, 28(13): 1319-1350.
[79] Treffers T, Klarner P, Huy Q N. Emotions, time, and strategy: The effects of happiness and sadness on strategic decision-making under time constraints[J]. Long Range Planning,2020, 53(5): 101954.
[80] Turner S F, Mitchell W, Bettis R A. Responding to rivals and complements: How market concentration shapes generational product innovation strategy[J]. Organization Science,2010, 21(4): 854-872.
[81] Turner S F, Mitchell W, Bettis R A. Strategic momentum: How experience shapes temporal consistency of ongoing innovation[J]. Journal of Management,2013, 39(7): 1855-1890.
[82] Venkatraman N, Camillus J C. Exploring the concept of “fit” in strategic management[J]. Academy of Management Review,1984, 9(3): 513-525.
[83] Vermeulen F, Barkema H. Pace, rhythm, and scope: Process dependence in building a profitable multinational corporation[J]. Strategic Management Journal,2002, 23(7): 637-653.
[84] Whetten D A. What constitutes a theoretical contribution?[J]. Academy of Management Review,1989, 14(4): 490-495.
Zellweger T. Time horizon, costs of equity capital, and generic investment strategies of firms[J]. Family Business Review,2007, 20(1): 1-15.
Cite this article
Tang Jifeng, Xiao Xiao, Li Xinchun. Enterprise Strategy Rhythm and Competitive Advantages: A Theoretical Framework[J]. Foreign Economics & Management, 2021, 43(7): 3-21. 
Export Citations as: For   
Previous: Can “Empathy” be Realized by “Analogy”? A Study on the Tactile Empathy Effect of Tactile Cues in Online Product Display Images
Next: Can Minority Shareholders Play a Big Role? A Research Based on ISC Shareholdings and Corporate Violations
ISSUE COVER
2021, Issue 07
RELATED ARTICLES
Big Data Audit: Theoretical Framework, Research Progress, and Future Prospects
Xu Ronghua, Zhu Jing, Dai Xinyu
A Review of Value Creation in Digital Industry Innovation Ecosystems
Qiu Rui, Yu Peili, Wang Cengceng
Bootlegging: A Literature Review and Prospects
Liu Weipeng, Jia Jianfeng, Yang Fu
Behavioral Strategies of Entrepreneurial Reentry after Failure: A Literature Review and Prospects
Wei Yuan, Fu Hui, Xu Min, et al
Hybrid Entrepreneurship: Research Schemes, Theoretical Foundations, and Future Prospects
Chen Liping, Chen Ying, Wang Guan
The Growth of SRDI Enterprises: A Review and Prospects
Zeng Xianju, Zeng Kai, Ren Hui, et al
Corporate Digital Capability: A Review and Prospects
Hu Yuchen, Hu Yonghao, Li Jie
Data Valued Process: A Review and Prospects
Zhu Xiumei, Lin Xiaoyue, Wang Tiandong, et al
International Entrepreneurship and Value Chain Dependence of Family Firms: From the Perspective of Resource Dependence Theory
Wu Zhaoxiang, Chen Juanyi, Li Xinchun
A Review and Prospects of Institutional Work Literatures
Li Lei, Li Qian
Journals  |   Articles  |   Submission  |   Subscribe  |   Contact us
Copyright 2024 © Department of Academic Journals, SUFE    No. 321 Guoding Rd, Shanghai, China    P.O: 200433