Martin Kunc

University of Southampton

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Co-Authors

Federico Barnabè

University of Siena

Maria Cleofe Giorgino

University of Siena

Sally Brailsford

University of Southampton

Bhakti Stephan Onggo

University of Southampton

Leroy White

University of Exeter

Christine S. M. Currie

University of Southampton

John Morecroft

London Business School

Saı̈d Salhi

Khalifa University of Science and Technology

John E. Boylan

Lancaster University

Tillal Eldabi

University of Bradford

Cooperative Institutions

University of Southampton

Loughborough University

Lancaster University

University of Edinburgh

University of Warwick

Invent (Germany)

University of Exeter

Fujian Agriculture and Forestry University

Universidade Federal Fluminense

South Asian University

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Managerial decision making and firm performance under a resource‐based paradigm

Strategic Management Journal (2010)

Martin Kunc John Morecroft

Abstract A framework is presented that connects managerial decision making to resource building and firm performance. The framework takes a behavioral view of decision making and distinguishes two distinct decision‐making processes. First there is the creative conceptualization of new resource configurations that are intended to deliver competitive advantage. Then there is the painstaking development of resources required to implement strategy. We argue that heterogeneity in the resources of rival firms arises from the interplay of these two processes: resource conceptualization and resource development. Heterogeneity spawns performance differences that can be explained ex ante from characteristics of managerial decision‐making processes. We illustrate the approach in a simulated decision‐making environment representing a highly competitive and dynamically complex industry. Results from repeated simulation experiments conducted with executive and MBA students show vast differences in performance among firms, even when they started with identical resource positions. In a departure from traditional resource‐based literature, we explain how these differences stem from path dependent accumulation of resources and spontaneous variety in the way rivals conceptualize resources. Copyright © 2010 John Wiley & Sons, Ltd.

Resource-Based View

Ex-ante

10.1002/smj.858

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Citations (245)

Drivers of the Implementation of Strategies in Latin American Firms’ Export Performance

Academy of Management Proceedings (2017)

Jorge Heredia Alejandro Flores Martin Kunc

This study examines the relationships among competitive strategies (differentiation and cost‐leadership), MO (market orientation), and export performance. We used a questionnaire survey of executives of manufacturing and service companies in Peru, Brazil, Mexico and Chile and employed a structural model equation to test the hypotheses and confirmatory factor analysis to develop the underlying multi-item constructs. We find that MO mediates the implementation of competitive strategies in export performance. Additionally, differentiation strategy have a greater impact on MO than cost strategy. We conclude with implications and future research.

Export performance

Market Orientation

Cost leadership

10.5465/ambpp.2017.14278abstract

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Citations (1)

Business dynamics simulator for startups, SMEs and new projects

Martin Kunc

The aim of the paper is to show result of uses of the Business Dynamics Simulator on the population of the sixty students. The simulator helps in: (A) designing 5-years pro-forma financial statements for rapid business plan creation, (B) simulating strategic decisions to improve survival rate and support growth, (C) producing fundamental analysis and company/idea valuation, (D) fostering entrepreneurial education, training & research, in risk-free, enjoyable, realistic and interactive simulation environment. The usability of Business Dynamics Simulator is tested on 40 students at Vern’ University of Applied Sciences business school in Zagreb and 20 students of Founder Institute - world's largest entrepreneur training and startup launch program. The main conclusion is that the use of simulators can improve entrepreneurial cognition by identifying the impact of resource bundling and the management of information to realize the opportunities that have been identified in the process of entrepreneurship.

Business plan

Business simulation

Dynamics

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Operational Research in Developing Countries: A Review of Latin American Countries

SSRN Electronic Journal (2016)

Martin Kunc

This paper presents a study involving 15 universities in three different countries: Chile, Colombia and Peru. The sample of universities covered the main universities in three large Latin American countries. Our findings suggest that Operational Research is mainly taught in School of Engineering which limits its impact on management and business students and practitioners. Although Operational Research is embedded in other subject areas such as agribusiness, forestry, mining and supply chain management, its application is restricted to operational issues. Moreover, the findings indicate there is a tool-orientation versus problem orientation in teaching limiting the impact of graduates as problem solvers. There seems to be a strong relationship between size of the Operational Research academic group and its level of activity. Operational Research national societies need further development to promote Operational Research beyond academic groups. In other words, the study suggests the level of activity in the areas of research, teaching and dissemination is small affecting the demand from end users.

10.2139/ssrn.2805101

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Business dynamics of on-premise wine trade: cases from South Korea

International Journal of Wine Business Research (2015)

Jeeah Hwang Martin Kunc

Purpose – This paper aims to explore the dynamics and performance of on-premise wine trade business. Design/methodology/approach – The study involved in-depth interviews with six on-premise businesses in Seoul, South Korea. The data obtained were methodically analysed to understand the impact of different variables through a qualitative business dynamic model. Findings – Customer satisfaction and number of customers are key performance factors for on-premise wine trade business. Customer satisfaction is driven by servicescape, wine lists and front-line employees. However, the length of wine list impacts directly on inventory costs and staff knowledge, while the number of service staff in the business has a non-linear effect on profits, as service staff does not grow linearly with the number of customers. Research limitations/implications – One important limitation is that the business dynamics model, which is based on South Korean cases, used only owners/sommeliers’ perspectives but not consumers’ perspectives. There are two implications. First, in terms of on-premise wine trade, the alignment of servicespace, front-line employees, wine lists and pricing strategy is key to shape customers’ expectations and confirm the market positioning of the business. Second, for wineries, understanding the dynamics of on-premise wine trade can help them to find strategies to position their wines. Originality/value – The paper offers two contributions. Firstly, the paper provides the first exploratory study on the business dynamics of on-premise wine trade businesses, which complements existing wine-buying behaviour studies. Secondly, the study explores the on-trade channel in South Korea, providing insights into an important Asian market.

10.1108/ijwbr-08-2014-0034

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Citations (13)

Strategic workforce planning in healthcare: A multi-methodology approach

RePEc: Research Papers in Economics (2018)

Graham Denyer Willis Siôn Cave Martin Kunc

Workforce Planning

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A template to visualize sustainability data with Resource Mapping: insights from Integrated Reporting practices

Federico Barnabè Maria Cleofe Giorgino Martin Kunc

Sustainability Reporting

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Chasing Botnets: A Real Security Incident Investigation

Lecture notes in computer science (2020)

George Hatzivasilis Martin Kunc

Botnet

10.1007/978-3-030-62433-0_7

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Citations (1)

Dynamic Resource Management

Martin Kunc

This chapter discusses the tools from the management science field that can be employed to support dynamic resource management. Resources are assets owned, or under sufficient control, by the company, and capabilities are the ability of the company to perform activities. Traditionally, the literature on strategic management considers resources as productive factors that can be acquired in strategic factor markets or they can also be asset stocks that can be accumulated over time. Resource conceptualization is viewed as a managerial cognitive process performed during the design and implementation of strategies. A different perspective regarding resource development is presented in the field of dynamic capabilities. Learning processes arising from connecting the business performance to resource management and resource conceptualization are critical in improving decision making over time. Resource mapping can be performed with individuals or groups for solving strategic problems or negotiation about strategy.

Resource Management

Dynamic Capabilities

10.1002/9781119519638.ch7

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Citations (0)

The effect of local institutions on the competitive strategies of exporters. The case of emerging economies in Latin America

Journal of Business Research (2023)

Jorge Heredia Cristián Geldés Martin Kunc Alejandro Flores

This paper analyzes the effect of local institutions and market orientation on the export performance of Latin American firms when they implement generic competitive strategies. A specific questionnaire sent to 201 executives of exporting manufacturing and service companies in Brazil, Chile, Mexico, and Peru generates the data for this research. Then, confirmatory factor analysis is used to develop the underlying multi-item constructs, and a structural equation model tests the hypotheses. The results state that local institutions, directly and indirectly, affect export performance through the marketing orientation of firms, and marketing orientation mediates the implementation of the differentiation strategy but not the cost-based leadership strategy. The findings suggest that firms with differentiation strategies benefit more from strong local institutions.

Affect

Market Orientation

Export performance

10.1016/j.jbusres.2023.114256

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Citations (3)