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1、PaperacceptedfortheSMS2016HongKongSpecialConference(No.HON-2016-6682)on13July2016AnOrganization-BasedViewofStrategyandanIntegrativeFrameworkofStrategicManagementXinLiCopenhagenBusinessSchoolxl.int@cbs.dkAbstractJustlikescholarsdistinguishtwotypesoffirm
2、’sexternalenvironment,i.e.,competitiveandinstitutional,wemakeadistinctionbetweentwotypesoffirm’sinternalenvironment,i.e.,resourcesandorganization.Basedonthisdistinction,weproposeanorganization-basedviewofstrategy(OBV),notonlyasalabeltounitevariousorgan
3、ization-relatedissueswithinthestrategyfield,butalsoasafourthresearchparadigmtosupplementtothreeexistingparadigms,i.e.,industry-orcompetition-basedview(CBV),resource-basedview(RBV),andinstitution-basedview(IBV).Bringingthefourparadigmstogether,wetransfo
4、rmMikePeng’s‘strategytripod’intoa‘strategyquadrapod’.Byproposinganorganization-resource-institution-competition(ORIC)analysisandasituation-action-performance(SAP)framework,weattempttomakeagrandintegrationofthestrategyfield.1.IntroductionStrategicmanage
5、mentcoursestodayareoftencriticizedforbeing‘repositoriesofmultipleframeworksthatarenottightlyintegratedandthatareagingrapidly’(Mahoney&McGahan,2007:86).Thesamecanbesaidoftheextantstrategyliteraturethatispathdependentand‘eclecticinnature’(Hoskissonetal.,
6、1999:417).Thedevelopmentofthestrategyliteratureisincrementallybuiltaroundthethreemajorresearchparadigms,capturedbyMikePeng’s(2006)metaphorof‘strategytripod’,i.e.,industry-basedorcompetition-basedview(CBV),resource-basedview(RBV),andinstitution-basedvie
7、w(IBV).Whilebeinginsightfulanduseful,thesethreeparadigmsdonotandcannotcoverallandsomeemergingresearchissueswithinthebroadstrategyfield.Inparticular,manyorganization-relatedissues,suchasplatformorganization(Ciborra,1996),platformprovider(Eisenmann,Parke
8、r,&VanAlstyne,2006),organizationalambidexterity(Gibson&Birkinshaw,2004;Tushman&O’Reilly,1996),strategicparadox(Smith,Lewis,&Tushman,2011;Smith&Lewis,2011),openinnovation(Chesbrough,2003),andcrowdsourcing(Brabham,2008;Howe,2006),fallouts