| 1. |
- Arora-Jonsson, Stefan, Professor, 1969-, et al.
(författare)
-
Losing Their Religion : Organizational Identity Hybridization of British Political Parties 1950–2015
- 2024
-
Ingår i: Journal of Management. - : Sage Publications. - 0149-2063 .- 1557-1211.
-
Tidskriftsartikel (refereegranskat)abstract
- Our research addresses how organizations manage a shift from a single to a hybrid identity, a question that the identity literature still is grappling with. We address this question by reflecting on how organizations develop hybrid identities in response to institutional decline. Identity hybridization, we predict, takes place in stages via strategies that gradually hybridize the identity. We study how British political parties hybridized their identities in response to the decline of social-class politics over the period 1950–2015. Quantitative and qualitative analyses of the identity projections of three political parties in their election manifestos provide support for our hypotheses.
|
|
| 2. |
- Chirico, Francesco, et al.
(författare)
-
To merge, sell or liquidate? Socioemotional wealth, family control, and the choice of business exit
- 2020
-
Ingår i: Journal of Management. - : Sage Publications. - 0149-2063 .- 1557-1211. ; 46:8, s. 1342-1379
-
Tidskriftsartikel (refereegranskat)abstract
- We take the perspective that considering the affective motives of dominant owners is essential to understanding business exit. Drawing on a refinement of behavioral agency theory, we argue that family-controlled firms are less likely than non-family-controlled firms to exit and tend to endure increased financial distress to avoid losses to the family’s socioemotional wealth (SEW) embodied in the firm. Yet, when confronted with different exit options and performance heuristics suggest that exit is unavoidable family firms are more likely to exit via merger, which we argue saves some SEW, although it is less satisfactory financially. In contrast, non-family firms are more likely to exit via sale or dissolution, options that are more prone to offer higher financial returns than mergers. Family and non-family firms thus show different orders of exit options. We find support for these arguments in a longitudinal matched sample of privately held Swedish firms.
|
|
| 3. |
- Criaco, Giuseppe, et al.
(författare)
-
Founders’ Prior Shared International Experience, Time to First Foreign Market Entry, and New Venture Performance
- 2022
-
Ingår i: Journal of Management. - : Sage Publications. - 0149-2063 .- 1557-1211. ; 48:8, s. 2349-2381
-
Tidskriftsartikel (refereegranskat)abstract
- We examine the influence of founders’ prior shared international experience on the timing of their new ventures’ first entry into foreign markets. We propose that this experience, which is gained by founders working concurrently for the same international firm prior to the founding of the current company, provides them with shared knowledge and routines that they can use to enter foreign markets for the first time earlier in the venture’s life. Further, we propose that founders’ diversity strengthens this relationship, because diverse groups of founders have a broader range of knowledge, skills, and perspectives, which facilitates the adaptation of their prior shared international experience to their new venture setting. This is likely to further reduce the time it takes them to enter foreign markets for the first time. We also argue that industry dynamism weakens the relationship between founders’ prior shared international experience and the time to first foreign market entry, because this type of experience is likely to become obsolete in a rapidly changing environment. Finally, we hypothesize that early internationalizers enjoy higher performance than late internationalizers. We test these predictions using a sample of Swedish new ventures. Our results contribute to the literatures on founders’ shared experience and early internationalization.
|
|
| 4. |
- Fey, Carl F., et al.
(författare)
-
External Sources of Knowledge, Governance Mode, and R&D Performance
- 2005
-
Ingår i: Journal of Management. - : Sage Publications. - 1557-1211 .- 0149-2063. ; 31:4, s. 597-621
-
Tidskriftsartikel (refereegranskat)abstract
- This article examines how the choice of governance mode for external R&D, along with openness to new ideas and codifiability of knowledge, affects R&D performance. Superior R&D performance is therefore viewed as arising through (a) the choice of approaches used by the firm to access knowledge from outside (university partnering, alliance partnering, and contracting), (b) the knowledge context of the firm (its openness to new ideas and the codifiability of its knowledge assets), and (c) the interactions between these two sets of factors. These arguments are tested, and mostly supported, using data on the R&D activities of 107 large firms based in the United Kingdom and Sweden.
|
|
| 5. |
|
|
| 6. |
- Hoskisson, Robert E., et al.
(författare)
-
Managerial risk taking : A multi-theoretical review and future research agenda
- 2017
-
Ingår i: Journal of Management. - : Sage Publications. - 0149-2063 .- 1557-1211. ; 43:1, s. 137-169
-
Tidskriftsartikel (refereegranskat)abstract
- Managerial risk taking is a critical aspect of strategic management. To improve competitive advantage and performance, managers need to take risks, often in an uncertain environment. Formal economic assumptions of risk taking suggest that if the expected values for two strategies are similar but one is a greater gamble (uncertain), managers will choose the strategy with a more certain outcome. Based on these assumptions, agency theory assumes that top managers should be compensated or monitored to achieve better outcomes. We review the theory and research on agency theory and managerial risk taking along with theories that challenge this basic assumption about risk taking: the behavioral theory of the firm, prospect theory, the behavioral agency model and the related socioemotional wealth perspective, and upper echelons theory. We contribute to the literature by reviewing and suggesting research opportunities within and across these theories to develop a comprehensive research agenda on managerial risk taking.
|
|
| 7. |
- Johnson, Alan, et al.
(författare)
-
Social influence interpretation of interpersonal processes and team performance over time using Bayesian model selection
- 2015
-
Ingår i: Journal of Management. - : SAGE Publications. - 1557-1211 .- 0149-2063. ; 41:2, s. 574-606
-
Tidskriftsartikel (refereegranskat)abstract
- The team behavior literature is ambiguous about the relations between members’ interpersonal processes—task debate and task conflict—and team performance. From a social influence perspective, we show why members’ interpersonal processes determine team performance over time in small groups. Together, over time, dissenting in-group minorities who share information (via debate) with majorities, who selectively engage with them to consider their alternative proposals (via conflict), can improve their team performance (via innovation). The Context/Comparison Model of social influence and its Leniency Contract extension to the special case of in-group minorities suggest a pattern of members’ interpersonal processes that unfolds over time to reconcile factions with the same social identity who hold different approaches to shared projects. Conditional on typical levels of task debate, we predict that: (1) in early episodes, task conflict increases the relation between task debate and team performance; (2) in middle episodes, it decreases the relation; and (3) in late episodes, it increases it again. We explore our thesis using a longitudinal design with a sample of 60 student teams (360 individuals) working together for course credit over five months (21 weeks) to write a first business plan for a new venture. We use a multilevel structural equation modeling (MSEM) approach with Bayesian estimation. We found support for our theory expressed in informative hypotheses using Bayesian model selection. These results were not evident from conventional graphing and post hoc statistical probing of simple slopes against the null hypothesis.
|
|
| 8. |
- Karlsson, Tomas, 1974, et al.
(författare)
-
Institutional forces and the written business plan
- 2004
-
Ingår i: Journal of Management. - : Elsevier. - 0149-2063 .- 1557-1211. ; 30:1, s. 29-48
-
Tidskriftsartikel (refereegranskat)abstract
- In this study, we examined factors that led nascent organizations to write business plans, following396 nascent entrepreneurs during a two-year period.We examined both the productionand the outcomes of written business plans produced in nascent organizations. Our findingsshow that institutional variables, such as coercion and mimetic forces, are important predictorsinfluencing the propensity of new organizations to write business plans. Our resultsare contrary to rationalist predictions of planning-performance, and are more in line withinstitutional predictions. Interestingly there was no evidence to support positive outcomes,in terms of profitability, for those nascent organizations that produced business plans duringa two-year initial period. We discuss the implications for institutional theory and studies ofnascent businesses, as well as for the literature on business planning.
|
|
| 9. |
- Kauppila, Olli Pekka, et al.
(författare)
-
Serving to Help and Helping to Serve: Using Servant Leadership to Influence Beyond Supervisory Relationships
- 2022
-
Ingår i: Journal of Management. - : SAGE. - 1557-1211 .- 0149-2063. ; 48:3, s. 764-790
-
Tidskriftsartikel (refereegranskat)abstract
- This study provides a new perspective on servant leadership research by examining the social influence of the servant leadership of individuals who are not in a supervisory position. Drawing on servant leadership and social learning theories, we examine how the servant leadership of managers in support roles can initiate a social learning process that shapes the leadership style of line managers and thereby influences employee outcomes throughout the organization. To facilitate the integration between servant leadership and social learning theories, we also examine the role of efficacy beliefs in enhancing the effectiveness of the social learning process. Using nested, time-lagged data from 667 store managers, 121 line managers, and 23 human resource managers (i.e., support managers), we find that support managers’ servant leadership positively influences organizational members’ perceptions of overall justice and leader-member exchange through line manager servant leadership. In turn, employees’ favorable perceptions stemming from line manager servant leadership enhance the employees’ organizational commitment and job satisfaction. The results also indicate that high leadership self-efficacy augments line managers’ effectiveness in emulating servant leadership behaviors from support managers and reinforces the indirect effects on organizational members’ favorable perceptions.
|
|
| 10. |
- Patel, Pankaj C., et al.
(författare)
-
Geographic diversification and the survival of born-globals
- 2018
-
Ingår i: Journal of Management. - : Sage Publications. - 0149-2063 .- 1557-1211. ; 44:5, s. 2008-2036
-
Tidskriftsartikel (refereegranskat)abstract
- The staged internationalization model posits that firms internationalize incrementally over time. However, born-globals are less likely to follow a more gradual model of staged internationalization, and they must decide on the scope of internationalization at their founding to exploit entrepreneurial opportunities on a global scale. Because returns from international expansion must be considered along with the risk of failure, we propose that born-globals’ local industry conditions moderate the relationship between the scope of intraregional diversification (geographic diversification within a region) or interregional diversification (geographic diversification across different regions) and survival. Using a sample of 680 Swedish born-globals founded in 2002, 2003, or 2004 and followed until 2010; data from Swedish Customs; and archival performance data, we find that interregional geographic diversification increases—and that intraregional diversification decreases—the likelihood of failure, which declines further when born-globals undertake intraregional geographic diversification under higher environmental dynamism in the home country industry. Conversely, undertaking interregional geographic diversification even when the home country industry is munificent increases the likelihood of failure (marginally significant). The findings are robust to several alternative specifications.
|
|
