Interest alignment and competitive advantage

By Oliver Gottschalg, Maurizio Zollo. 2007

363 citations recorded by the source corpus.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f8aaf4d8cd67afadf3357e92796abfcadbc83e80

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Citations in the corpus

Management, strategic management theories and thelinkage with organizational competitive advantage from theresource-based View (2009, result): “Furthermore, other studies have indeed provided support on the importance of having a good strategy to attain competitive advantage from the resource-based view (Hult and Ketchen Jr., 2001; Ramsay, 2001; Foss and Knudsen, 2003; Gottschalg and Zollo, 2007).”
A model of knowledge‐sharing motivation (2009, methodology): “This model is compatible with previous models of knowledge sharing, such as Kelloway and Barling’s (2000) model of knowledge use in organizations and Gottschalg and Zollo’s (2007) interest alignment model.”
Resource-Based Perspectives on Unit-Level Human Capital (2014, background): “…policies and individual human assets situated in an organizational context suggests that sustainable competitive advantage may occur when the unit’s strategy is well matched with its unit-level HCR (Becker & Gerhart, 1996; Gottschalg & Zollo, 2007; Lepak & Snell, 1999, 2002; Wright & Snell, 1998).”
Firm‐specific knowledge resources and competitive advantage: the roles of economic‐ and relationship‐based employee governance mechanisms (2009, background): “However, relatively little research has explored employee governance mechanisms and how they may influence the actual economic benefits that can be obtained from firm-specific resources (Gottschalg and Zollo, 2007; Makadok, 2003).”
Compliance Theory: A Goal Framing Approach (2011, methodology): “Lindenberg’s theory has recently been reviewed and used by various authors (Lauer, Rockenbach, and Walgenbach 2008; Gottschalg and Zollo 2007), including 2009 Nobel Prize winner Elinor Ostrom (Janssen et al. 2008).”
HRM, Communication, Satisfaction, and Perceived Performance (2013, background): “Thus, one way in which HR systems are assumed to affect firm performance is through their impact on employees as the degree to which employees are motivated to behave in line with organizational goals is seen as vital for firm performance (e.g., Gottschalg & Zollo, 2007).”
Market frictions as building blocks of an organizational economics approach to strategic management (2013, background): “Further, consideration of market frictions underpinning an organizational boundary decision enriches a theory of economic rents by addressing not only potential, but also realized value creation (Gottschlag and Zollo, 2007; Kim and Mahoney, 2002), by taking into account an appropriate governance des”
Managing Joint Production Motivation: The Role of Goal Framing and Governance Mechanisms (2011, background): “Moreover, its heavy reliance on self-determination theory (Deci & Ryan, 1985; notably, Gottschalg & Zollo, 2007, and Osterloh & Frey, 2000) or on organizational economics (Coff, 1997; Wang & Barney, 2008) fails to recognize the systematic link between the management of cognitions and the management…”
Means versus Ends in Opaque Institutional Fields: Trading off Compliance and Achievement in Sustainability Standard Adoption (2014, background): “Carefully examining whether applicants endorse the institution’s goals, regularly training adopters about these goals, and encouraging adopters to share their experiences with other adopters are measures conducive to goal internalization (Gottschalg & Zollo, 2007; Nonaka, 1994).”
Strategic Human Resource Practices and Product Innovation (2008, background): “…performance-based pay systems may erode intrinsic motivation, when structured in the right way (aligning individual and organizational goals) these reward systems may be expected to affect creativity in a positive way (Amabile et al. 1996; Gottschalg and Zollo 2007; Shipton et al. 2006a).”
From Strategy to Action: Transforming Organizational Goals into Organizational Behavior (2018, positive): “The proposed motivational model of organizational goal pursuit fills a gap in current strategy thinking around interest alignment (Gottschalg and Zollo 2007) and around stewardship (Davis et al.”