Journal of Business Research最新文献

The Russia-Ukraine war beginning in February 2022 has led to renewed scholarly interest in how inter-state war affects managerial decisions. Focusing on the Russia-Ukraine case, we study how (1) perceived investment outlook and (2) an escalation in hostilities may impact the willingness of firms to continue investing in a country engaged in inter-state war. We find that firms are willing to continue investing—some regardless of the investment outlook and despite weak institutions--even as war escalates. We also find that willingness to continue investing is driven by a mix of profit-seeking behavior and altruistic motives. This study contributes to the literature on the drivers of corporate investment and how they are affected by the dynamics of inter-state war. Our findings can help managers make investment decisions that can benefit their firms and also benefit countries in times of war.

In this meta-analysis study, we propose a comprehensive framework for investigating the factors related to knowledge-hiding (KH) behavior, and the boundary conditions in those different relationships. These factors include human resource (HR) practices, leadership, and personality traits that lead to KH behavior, as well as two types of consequences: psychological and behavioral outcomes, and performance-related outcomes. With 267 independent samples from 248 primary studies, we conducted meta-analytic correlations, relative weight analysis, meta-regression analyses, and meta-subgroup analyses. Results indicate significant relationships between HR practices, leadership styles, personality traits and KH. KH was found to significantly impact psychological and behavioral outcomes, as well as performance-related outcomes. We further examined the moderating roles of demographic and contextual factors on KH and its antecedents, as well as methodological factors on the relationship between KH and its consequences. We discussed the implications and future directions.

This study examines the relationship between managerial pessimism and firms’ investment in corporate social responsibility (CSR). We find that managerial pessimism is positively associated with CSR investment. This result is consistent with the argument that pessimistic managers are more likely to increase their CSR investment to benefit from the insurance-like protection provided by a positive CSR reputation. Additionally, pessimistic managers are less likely to decrease CSR investment because such activities serve as a control mechanism to curb excessive risk-taking. Cross-sectional analyses reveal that this positive association is stronger for firms with higher operating uncertainty, litigation risk, and analyst following and “sinful” firms. Under these circumstances, pessimistic managers are more likely to invest in CSR, using it as a risk management tool and shareholder monitoring mechanism. Overall, this study suggests that managerial pessimism is an important factor that affects CSR investments.

Enterprise social network platforms (ESNPs) are thriving in workplaces. Past studies have provided two competitive explanations − employees engage in egoistic behaviors to facilitate knowledge hiding and personal enjoyment or altruistic behaviors to facilitate knowledge sharing and offering assistance. However, these perspectives have generally not been synthesized into a unified model. We adopt an integrated perspective to reconcile the two paradoxical behaviors, using PLS-SEM and fsQCA from 174 employees. The results of PLS-SEM show that social and utilitarian motivation facilitate altruistic use, while social motivation reduces egoistic use, and utilitarian motivation and egoistic use have an inverted U-shaped relationship. Institutional deterrence positively moderates the relationship between egoistic use and work performance. Altruistic use mediates the relationship between three motivations and work performance. The fsQCA reveals causal configurations that portray the recipes of how different modes promote altruistic use, egoistic use, and work performance, which are complementary to the findings of PLS-SEM.

Based on different theoretical and publishing approaches, this study reveals that the publication of bibliometric articles in business and management follows a logistic diffusion pattern. Fist, the analysis of citation concentration −using the Gini index, concludes that a minority of articles capture most scholarly interest, there is a moderate concentration of articles in some outlets, and a large and diverse group of authors, forming a long tail distribution. Second, a set of hypotheses are tested by alternative regression models (OLS, semi-logarithmic, and negative binomial models). Results support the importance of specific characteristics such as the synthesis of previous contributions, the methodological sophistication, or the cosmopolitanism of the collaboration of the authors. In addition, there is an inverse effect of bibliometric expansibility on the impact of each article. The authors built a database from a content analysis of 835 bibliometric articles in WoS (1981–2022). The results raise several implications and recommendations.

Corporate Social Innovation (CSI) has been built upon evidence from traditional profit-seeking organizations, mainly Multinational Corporations (MNCs); however, there is limited understanding of how hybrid organizations implement CSI. Hybrid organizations mix profit and non-profit logic and hold the potential to pursue transformative change. This study explores the business strategies that enable hybrid organizations to engage in CSI for transformative impact. Focusing on B Corps, sustainability-oriented hybrids that address profit, people, and planetary issues, we conducted a multiple case study of twenty-one B Corps across Latin America. We describe how B Corps leverage CSI through transactional, iterative, and systemic strategic orientations across six business strategies. Our study provides a three-stage framework for implementing transformational change, offering insights into theory and practice, and addressing the growing demand for businesses to tackle Grand Challenges. Future research directions are also suggested.

This study adopts a configurational approach to discover conditions common to graduates from venture creation programs who take a particular learning pathway to high entrepreneurial passion. Our theoretical framework identifies two primary sources of experiential learning (direct and vicarious experience) and three temporal vantage points (pre-, peri-, and post-education) conducive to such conditions. Employing fuzzy-set qualitative comparative analysis (fsQCA) on a sample of graduates from a Swedish university yields four configurations of present or absent conditions that are sufficient for producing high entrepreneurial passion. A uniting feature across all four configurations is the interplay between direct and vicarious experiences with core conditions closer rather than farther away in time. The identified configurations resulting from fsQCA thus imply intricate interdependencies of time-specific direct and vicarious experiences attributed to high entrepreneurial passion.

While managers were central to the founding contributions to strategic management, much later strategy thinking minimized the role of managers. We call for moving beyond perspectives that either conflate managers with the firm itself or treat managers as isolated entities. Recent developments such as microfoundations, strategic human capital, and behavioral strategy have gone some way toward making room for managers. However, we argue that more needs to be done, and drawing on recent research sketch a nuanced approach that centers on the dynamic social interactions between managers, at different levels, and other key actors within the organization. We build on the concept of interfaces to elucidate and introduce mechanisms that capture social influence at the interface and implications for proximate and distal organization-level outcomes and link this concept to the notion of dynamic managerial capabilities to add microfoundational insight to the explanation of competitive advantage.

While firms often engage with multiple suppliers, prior research has paid limited attention to the performance consequences of supplier concentration. Drawing on transaction cost economics and the knowledge-based view, we propose differential influences of supplier concentration on different facets of firm performance. Based on a sample of listed manufacturing firms from 2012 to 2017 in China, our findings reveal that, whereas supplier concentration enhances the buyer firm’s financial performance, it decreases the innovation performance. Further, organizational slack strengthens the effect of supplier concentration on financial performance and mitigates its negative impact on innovation performance. In addition, industry competition amplifies the effects of supplier concentration on financial and innovation performance. Overall, our study demonstrates the double-edged sword effects of supplier concentration and provides a holistic understanding of its performance implications.

Existing studies have yielded inconsistent findings regarding whether employees’ perceptions of organizational politics (POP) inhibit or promote their voice behaviors. These controversies highlight the premature nature of reaching a definitive conclusion regarding the influence of POP on voice. Adopting an expansive view of voice behavior, this study considers the foci of voice and, through the lens of the conservation of resources, proposes that POP has distinct indirect effects on two types of voice behaviors (organization-targeted voice and self-targeted voice) via ego depletion. Moreover, perceived managerial openness serves as a moderator in these indirect effects, specifically moderating the relationship between ego depletion and voice behaviors. The hypotheses are supported by a three-wave time-lagged survey involving 247 employees. Implications for theory and practice are discussed.