A comparison of alternative measures of organizational aspirations

By Philip Bromiley, Jared D. Harris. 2014

259 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/005d34d707f35703a12a2d6e9473ed54c2b7792d

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In Accounting

In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

The clock is ticking! Executive temporal depth, industry velocity, and competitive aggressiveness (2016, methodology): “Consistent with prior studies, we combined the z-scores of the two measures into a composite measure of firm performance (Bromiley and Harris, 2014).”
All Aspirations are not Created Equal: The Differential Effects of Historical and Social Aspirations on Acquisition Behavior (2014, background): “The recently proposed varying parameters model is promising as it adds realistic assumptions about switching between two aspirations (Bromiley & Harris, 2014; Washburn & Bromiley, 2012).”
Balanced scorecard in SMEs: effects on innovation and financial performance (2017, unknown): “Changes in sales per employee (Bromiley and Harris 2014) were based on data taken from annual financial statements gathered primarily from the SABI database.”
Organizational responses to performance feedback: A meta-analytic review (2019, background): “Even for historical aspirations, nevertheless, there are still ambiguities regarding how far firms may look back into their own past and whether they may pay more attention to their recent past than their distant past (Bromiley and Harris, 2014).”
Relative Strategic Emphasis and Firm-Idiosyncratic Risk: The Moderating Role of Relative Performance and Demand Instability (2017, background): “Within marketing, research is needed to ascertain how managers’ reference points are determined (Bromiley and Harris 2014) and when managers decide to use one type of reference point over another.”
Analyzing Analyst Research: A Review of Past Coverage and Recommendations for Future Research (2018, background): “Within behavioral strategy research, the focus on a performance gap as a motivation for strategic decisions has principally relied on historical (a firm’s past performance) and social (performance of peer firms) aspirational levels of performance (e.g., Audia & Greve, 2006; Bromiley & Harris, 2014).”