Show simple item record

dc.contributor.advisorGordon, Elizabeth A. (Associate professor)
dc.creatorWhang, Eunbin
dc.date.accessioned2020-08-25T20:05:57Z
dc.date.available2020-08-25T20:05:57Z
dc.date.issued2020
dc.identifier.urihttp://hdl.handle.net/20.500.12613/351
dc.description.abstractHybrid organizations that pursue both social mission and profit aims have been prevalent in our society for many decades. However, the importance of for-profit corporations’ positive social impact has been emphasized and scrutinized in recent few decades, attracting attention of both scholars and practitioners. This study builds on the existing strategy and control framework and proposes an extended conceptual framework for the link between strategic positioning and operational control for hybrid organizations that pursue both social mission and financial sustainability. By conducting a field study, I document three main findings. First, hybrid organizations differentiate themselves from each other by striking a unique balance between social mission and profit goals, and this unique balance determines unique strategic positioning of a hybrid organization. Second, hybrid organizations with different strategic positioning mobilize different dimensions of operational control to monitor their operating activities that support the unique balance between social mission and profit aims. Third, using the content analysis, I document that managerial attention placed on various dimensions of operational control on a daily basis vary across hybrid organizations with different strategic positioning as each organization configures different sets of operating activities to support its unique hybridity.
dc.format.extent114 pages
dc.language.isoeng
dc.publisherTemple University. Libraries
dc.relation.ispartofTheses and Dissertations
dc.rightsIN COPYRIGHT- This Rights Statement can be used for an Item that is in copyright. Using this statement implies that the organization making this Item available has determined that the Item is in copyright and either is the rights-holder, has obtained permission from the rights-holder(s) to make their Work(s) available, or makes the Item available under an exception or limitation to copyright (including Fair Use) that entitles it to make the Item available.
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/
dc.subjectAccounting
dc.subjectManagement
dc.subjectHybrid Strategy
dc.subjectManagement Control System
dc.subjectOperating Activities
dc.subjectOperational Control
dc.subjectRestaurant
dc.subjectSocial Mission
dc.titleTHE LINK BETWEEN STRATEGIC POSITIONING AND OPERATIONAL CONTROL: A FIELD STUDY OF A RESTAURANT BUSINESS
dc.typeText
dc.type.genreThesis/Dissertation
dc.contributor.committeememberVenkatraman, Vinod
dc.contributor.committeememberAtasoy, Hilal
dc.contributor.committeememberWadhwa, Monica
dc.description.departmentBusiness Administration/Interdisciplinary
dc.relation.doihttp://dx.doi.org/10.34944/dspace/335
dc.ada.noteFor Americans with Disabilities Act (ADA) accommodation, including help with reading this content, please contact scholarshare@temple.edu
dc.description.degreePh.D.
dc.identifier.proqst14229
dc.date.updated2020-08-18T19:06:43Z
refterms.dateFOA2020-08-25T20:05:58Z
dc.identifier.filenameWhang_temple_0225E_14229.pdf


Files in this item

Thumbnail
Name:
Whang_temple_0225E_14229.pdf
Size:
1.006Mb
Format:
PDF

This item appears in the following Collection(s)

Show simple item record