Miles-Snow strategic typology has been successfully used in research in strategy and organizational design. However, the key dimension underlying Miles-Snow typology (the organizational response to changing environmental conditions) has been taken too narrow, accounting only for market environment. A new model is proposed which is based on a broader definition of environmental conditions that include the type of relationship of a firm with its stakeholders (shareholders, employees, customers, authorities etc.) who are considered as suppliers of key strategic resources. Relationship between the firm and its particular stakeholder is presented on an input-output like scheme and the variants of the position of the firm towards all its stakeholders serve as foundation for determining strategic orientation types. Examples of the use of the proposed model are provided.
{"title":"Revisiting Miles-Snow Typology of Strategic Orientation Using Stakeholder Theory","authors":"I. Gurkov, B. Obel","doi":"10.2139/ssrn.2038271","DOIUrl":"https://doi.org/10.2139/ssrn.2038271","url":null,"abstract":"Miles-Snow strategic typology has been successfully used in research in strategy and organizational design. However, the key dimension underlying Miles-Snow typology (the organizational response to changing environmental conditions) has been taken too narrow, accounting only for market environment. A new model is proposed which is based on a broader definition of environmental conditions that include the type of relationship of a firm with its stakeholders (shareholders, employees, customers, authorities etc.) who are considered as suppliers of key strategic resources. Relationship between the firm and its particular stakeholder is presented on an input-output like scheme and the variants of the position of the firm towards all its stakeholders serve as foundation for determining strategic orientation types. Examples of the use of the proposed model are provided.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"102 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115210428","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Telecommunication industry has been the flagship of the business model innovation in India. In this paper we explore the mechanisms of cost innovation in India and connect it to the strategy and innovation literature, particularly, to the Resource Based View of the firm. We examine how firms in India pursue innovation and if firms in India fit the VRIN (valuable, rare, inimitable and non-substitutable) framework to gain competitive advantage as prescribed by the RBV. To analyze this, we study two cases and reveal significant divergent strategies that successful Indian firms engage to innovate their business models and gain competitive advantage. We find some degree of incompatibility between these strategies and the axioms of the RBV. We also put forth propositions that could be integrated with the RBV to make it more adaptable to markets exhibiting differing competitive dynamics.
{"title":"Innovation in the Indian Telecommunication Industry: Examining Resource Based View from Emerging Economy Context","authors":"Manas Puri","doi":"10.2139/ssrn.2052975","DOIUrl":"https://doi.org/10.2139/ssrn.2052975","url":null,"abstract":"Telecommunication industry has been the flagship of the business model innovation in India. In this paper we explore the mechanisms of cost innovation in India and connect it to the strategy and innovation literature, particularly, to the Resource Based View of the firm. We examine how firms in India pursue innovation and if firms in India fit the VRIN (valuable, rare, inimitable and non-substitutable) framework to gain competitive advantage as prescribed by the RBV. To analyze this, we study two cases and reveal significant divergent strategies that successful Indian firms engage to innovate their business models and gain competitive advantage. We find some degree of incompatibility between these strategies and the axioms of the RBV. We also put forth propositions that could be integrated with the RBV to make it more adaptable to markets exhibiting differing competitive dynamics.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132421241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
P. Auger, T. Devinney, G. Dowling, C. Eckert, Nidthida Lin
McKinsey & Company claim to have coined the term the war for talent in 1997. The idea still resonates with managers because it reflects the fact that talented people are a critical driver of corporate success. For those involved in this 'war,' the search continues for fresh ideas about: how to make the recruiting process more desirable, what mix of organizational and job attributes will attract talented people, how to develop more talented managers, and how to design of an attractive workplace environment that retains such people. Recent research, managerial anecdotes and numerous surveys have highlighted the importance of various aspects of corporate and social reputation to winning the war for talent. In this paper - aimed mainly at a managerial audience - we provide an overview of findings from a series of experiments conducted where MBAs and white-collar office workers must choose amongst alternative job contracts. Our findings reveal that while reputation matters, it is marginal, with its effect confined to the bottom and top of the reputation distribution. Hence, for most companies reputation factors have little substantive influence on job choice relative to more functional and utilitarian aspects of the job and company.
{"title":"Winning the War for Talent: Back to Basics","authors":"P. Auger, T. Devinney, G. Dowling, C. Eckert, Nidthida Lin","doi":"10.2139/ssrn.1979145","DOIUrl":"https://doi.org/10.2139/ssrn.1979145","url":null,"abstract":"McKinsey & Company claim to have coined the term the war for talent in 1997. The idea still resonates with managers because it reflects the fact that talented people are a critical driver of corporate success. For those involved in this 'war,' the search continues for fresh ideas about: how to make the recruiting process more desirable, what mix of organizational and job attributes will attract talented people, how to develop more talented managers, and how to design of an attractive workplace environment that retains such people. Recent research, managerial anecdotes and numerous surveys have highlighted the importance of various aspects of corporate and social reputation to winning the war for talent. In this paper - aimed mainly at a managerial audience - we provide an overview of findings from a series of experiments conducted where MBAs and white-collar office workers must choose amongst alternative job contracts. Our findings reveal that while reputation matters, it is marginal, with its effect confined to the bottom and top of the reputation distribution. Hence, for most companies reputation factors have little substantive influence on job choice relative to more functional and utilitarian aspects of the job and company.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-01-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125134774","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Clusters are groups of firms, related actors, and institutions that are located near one another and that draw productive advantage from their mutual proximity and connections. Clusters arise and grow because the firms within them profit materially from the presence of powerful “externalities�? and “spillovers�? that bring them important competitive advantages, ranging from the presence of a specialized workforce to supplier specialization and the exchange of leading edge knowledge. Today, the US economic maps show scores of local agglomerations: biotech in Boston, information technology in Silicon Valley, entertainment in Hollywood, horse trailer manufacturing in north Texas, marine technologies in eastern North Carolina and wine in southern Washington. Clusters are prominent in Europe too. On average, every fourth company (employing at least 20 persons) in the European Union (24%) work in a cluster-like environment characterized by close cooperation with other local businesses and strong ties to local business infrastructure. Based on US and European success a new movement started all across the globe to promote regional innovation clusters. The paradox is that while all agree that no where governments succeeded in creating an innovation cluster out of nothings, all nations are working to promote clusters and to make them more innovative. The search is for identifying a cluster that already exist but not passed the market test as hot spot though potential exists. Some factors are considered more important than others to determine the potential, like University linkages, Social Capital of cluster, Access to heterogeneous knowledge, Intervention by public authorities. In India, Innovation Cluster project was initiated at three places, Hyderabad, Ahmedabad and NCR region and in this paper we present our learning on managing white spaces to make a cluster innovative.
{"title":"White Spaces in Building Innovation Clusters","authors":"A. S. Rao","doi":"10.2139/ssrn.1917291","DOIUrl":"https://doi.org/10.2139/ssrn.1917291","url":null,"abstract":"Clusters are groups of firms, related actors, and institutions that are located near one another and that draw productive advantage from their mutual proximity and connections. Clusters arise and grow because the firms within them profit materially from the presence of powerful “externalities�? and “spillovers�? that bring them important competitive advantages, ranging from the presence of a specialized workforce to supplier specialization and the exchange of leading edge knowledge. Today, the US economic maps show scores of local agglomerations: biotech in Boston, information technology in Silicon Valley, entertainment in Hollywood, horse trailer manufacturing in north Texas, marine technologies in eastern North Carolina and wine in southern Washington. Clusters are prominent in Europe too. On average, every fourth company (employing at least 20 persons) in the European Union (24%) work in a cluster-like environment characterized by close cooperation with other local businesses and strong ties to local business infrastructure. Based on US and European success a new movement started all across the globe to promote regional innovation clusters. The paradox is that while all agree that no where governments succeeded in creating an innovation cluster out of nothings, all nations are working to promote clusters and to make them more innovative. The search is for identifying a cluster that already exist but not passed the market test as hot spot though potential exists. Some factors are considered more important than others to determine the potential, like University linkages, Social Capital of cluster, Access to heterogeneous knowledge, Intervention by public authorities. In India, Innovation Cluster project was initiated at three places, Hyderabad, Ahmedabad and NCR region and in this paper we present our learning on managing white spaces to make a cluster innovative.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"52 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114213026","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Human made ecological changes are evident, and believe to be immensely impacted on climate change (CC), and natural disasters are occurring more regularly with a full scale ever before. Addressing the issue of GHG emissions associated with CC is becoming one of the critical and mounting social, economic, political and ecological issues for governments, industries and businesses (Griffiths et al. 2007; Hoffman 2005; Kolk & Pinkse 2005; Khandekar et al. 2005; Waller-Hunter 2004). Countries that have agreed to follow the Kyoto Protocol have implemented a variety of strategies, policies and regulations which have led industries and businesses to align and redesign their strategies (Griffiths et al. 2007). Countries like Denmark and Germany where implemented institutional and regulatory framework to respond on CC, and GHG reductions have exploited CC challenges as an opportunity for industries and businesses to promote creativity and innovation (Hoffman 2005; Kolk & Pinkse 2005). The US and Australia for instance, have adopted a more voluntary approach to CC, and GHG reductions (Griffiths et al. 2007). Research studies are needed to assess Australia’s commitment on CC, and the way forward. All most all studies carried out so far particularly in Australia are more of awareness based studies on CC. Therefore this study aims: 1) to uncover current public policies, industry innovations and corporate level strategies in Australia to address requirements of the Kyoto protocol (United Nations 1997) and national government strategic initiatives for Green House Gas (GHG) emissions; 2) to explore sustainable and futuristic CC, (i.e. GHG) strategies that have been developed and implemented by national and states governments, and major businesses of carbon emission in Australia to create market value for carbon voluntarily or otherwise. As an outcome of this research project, a strategic climate change (SCC), framework to assess and foresee climate change and impact on industry and businesses will be developed; 3) to investigate CC and GHG emission reductions initiatives, strategies, policies and programs at national state, industry and business level in Australia by revisiting such initiatives on CC and GHG emissions and to examines competitiveness and innovations based strategic initiatives that are foreseen by major companies. The study focuses particularly on resource and energy industries as a case study with in-depth analysis and will synthesise to develop a SCC framework based on initiatives taken and industry foresight on GHG emissions of these industries. Therefore, this research study will attempt to address this need and shed some light on strategies on CC, in particular GHG emissions and public/corporate strategies for sustainable GHG reductions. Business strategy literature is heavily based on competitive advantage of a firm and industry structure which is influenced by industrial economics (Barney 1991; Porter 1990, 1985, 1980; Chandler 1966). Compe
人类造成的生态变化是显而易见的，并且被认为对气候变化(CC)产生了巨大的影响，自然灾害正在以前所未有的规模更频繁地发生。解决与碳排放相关的温室气体排放问题正在成为政府、工业和企业面临的日益严峻的社会、经济、政治和生态问题之一(Griffiths et al. 2007;霍夫曼2005;Kolk & Pinkse 2005;khanddekar等人，2005;Waller-Hunter 2004)。同意遵守《京都议定书》的国家已经实施了各种战略、政策和法规，这些战略、政策和法规导致工业和企业调整和重新设计其战略(Griffiths et al. 2007)。丹麦和德国等实施了应对气候变化和温室气体减排的制度和监管框架的国家利用气候变化挑战作为工业和企业促进创造力和创新的机会(Hoffman 2005;Kolk & Pinkse 2005)。例如，美国和澳大利亚采取了一种更加自愿的方法来减少碳排放和温室气体排放(Griffiths et al. 2007)。需要进行研究，以评估澳大利亚对气候变化的承诺，以及未来的道路。到目前为止，特别是在澳大利亚开展的所有研究都更多地是基于意识的CC研究。因此，本研究的目的是:1)揭示澳大利亚当前的公共政策、行业创新和企业层面的战略，以满足京都议定书(联合国1997年)的要求和国家政府对温室气体(GHG)排放的战略举措;2)探索由国家和州政府以及澳大利亚主要碳排放企业制定和实施的可持续和未来的碳排放(即温室气体)战略，以自愿或以其他方式为碳创造市场价值。作为这项研究项目的成果，将制定一个战略气候变化(SCC)框架，以评估和预测气候变化及其对工业和商业的影响;3)通过回顾有关碳排放和温室气体排放的倡议，调查澳大利亚国家、州、行业和商业层面的碳排放和温室气体减排倡议、战略、政策和计划，并检查主要公司预见的基于战略倡议的竞争力和创新。该研究特别侧重于资源和能源行业，作为深入分析的案例研究，并将根据这些行业采取的举措和对温室气体排放的行业展望，综合制定一个SCC框架。因此，本研究将试图解决这一需求，并揭示一些关于气候变化的战略，特别是温室气体排放和公共/企业可持续减少温室气体的战略。商业战略文献在很大程度上基于企业的竞争优势和受产业经济学影响的行业结构(Barney 1991;波特1990,1985,1980;钱德勒1966)。竞争焦点目前已经转移到企业资源、能力、知识管理和战略(Barney 1999;奥利弗1997;Nonaka 1995)具有行业特征和结构(Makadok & Barney 2001;McGahan & Porter, 1997)。其他人则认为，国家条件和特征对企业绩效具有重要意义(Griffiths et al. 2007;Thomas and Waring 1999;Christmann et al. 1999)，另一方面，国家和社会机构可以影响企业运营方式及其经济绩效(Rao & Singh 2001;Aupperle et al. 1985)。该研究借鉴了以下理论:商业战略、企业社会反应、组织中的权力和政治、关键利益相关者的权力和利益(Wit & Meyer 2010;Johnson et al. 2008;Griffiths et al. 2007)对温室气体减排战略的影响。理论被用来解释和综合对实证结果的理论反思。本研究的探索性，是以人、社会和文化为基础的研究，拥抱了主观主义的基本哲学。因此，本研究的性质是探索性的、战略性的和应用性的(见Wickramasinghe & Cameron 2004)。选择了定性研究方法来探索人们的经历、行为和制度方法。本研究从分析、评估和解释澳大利亚迄今为止的CC战略举措开始，分析是基于政府在CC方面的举措和计划，以及行业和商业CC战略、治理、企业社会响应能力以及这种主动性和实施中的权力和政治。已发表的报告和文献是为了充分了解澳大利亚CC倡议的大局。这项研究是基于报告、研究文献、档案、故事、国家和州一级的项目来调查过去的CC行动。
{"title":"Taking Stock of Strategies on Climate Change and the Way Forward: A Strategic Climate Change Framework for Australia","authors":"Ananda D. Wickramasinghe, H. Gamage","doi":"10.2139/ssrn.1869356","DOIUrl":"https://doi.org/10.2139/ssrn.1869356","url":null,"abstract":"Human made ecological changes are evident, and believe to be immensely impacted on climate change (CC), and natural disasters are occurring more regularly with a full scale ever before. Addressing the issue of GHG emissions associated with CC is becoming one of the critical and mounting social, economic, political and ecological issues for governments, industries and businesses (Griffiths et al. 2007; Hoffman 2005; Kolk & Pinkse 2005; Khandekar et al. 2005; Waller-Hunter 2004). Countries that have agreed to follow the Kyoto Protocol have implemented a variety of strategies, policies and regulations which have led industries and businesses to align and redesign their strategies (Griffiths et al. 2007). Countries like Denmark and Germany where implemented institutional and regulatory framework to respond on CC, and GHG reductions have exploited CC challenges as an opportunity for industries and businesses to promote creativity and innovation (Hoffman 2005; Kolk & Pinkse 2005). The US and Australia for instance, have adopted a more voluntary approach to CC, and GHG reductions (Griffiths et al. 2007). Research studies are needed to assess Australia’s commitment on CC, and the way forward. All most all studies carried out so far particularly in Australia are more of awareness based studies on CC. Therefore this study aims: 1) to uncover current public policies, industry innovations and corporate level strategies in Australia to address requirements of the Kyoto protocol (United Nations 1997) and national government strategic initiatives for Green House Gas (GHG) emissions; 2) to explore sustainable and futuristic CC, (i.e. GHG) strategies that have been developed and implemented by national and states governments, and major businesses of carbon emission in Australia to create market value for carbon voluntarily or otherwise. As an outcome of this research project, a strategic climate change (SCC), framework to assess and foresee climate change and impact on industry and businesses will be developed; 3) to investigate CC and GHG emission reductions initiatives, strategies, policies and programs at national state, industry and business level in Australia by revisiting such initiatives on CC and GHG emissions and to examines competitiveness and innovations based strategic initiatives that are foreseen by major companies. The study focuses particularly on resource and energy industries as a case study with in-depth analysis and will synthesise to develop a SCC framework based on initiatives taken and industry foresight on GHG emissions of these industries. Therefore, this research study will attempt to address this need and shed some light on strategies on CC, in particular GHG emissions and public/corporate strategies for sustainable GHG reductions. Business strategy literature is heavily based on competitive advantage of a firm and industry structure which is influenced by industrial economics (Barney 1991; Porter 1990, 1985, 1980; Chandler 1966). Compe","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"63 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122812741","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In this paper we test if a mutual fund's own corporate culture predicts fund performance. To do this we use Morningstar's corporate culture ratings for mutual funds and then examine the ability of these corporate culture ratings to predict risk-adjusted performance of domestic equity funds over the period 2005–2010. Using methods that are robust to survivorship bias, we find there is little significant evidence that corporate culture predicts better fund performance. Indeed, we find that no individual component of the Morningstar stewardship rating including board quality, fees, manager incentives and regulatory issues is able to consistently predict fund performance.
{"title":"Mutual Fund Corporate Culture and Performance","authors":"Aron Gottesman, M. Morey","doi":"10.2139/ssrn.1666301","DOIUrl":"https://doi.org/10.2139/ssrn.1666301","url":null,"abstract":"In this paper we test if a mutual fund's own corporate culture predicts fund performance. To do this we use Morningstar's corporate culture ratings for mutual funds and then examine the ability of these corporate culture ratings to predict risk-adjusted performance of domestic equity funds over the period 2005–2010. Using methods that are robust to survivorship bias, we find there is little significant evidence that corporate culture predicts better fund performance. Indeed, we find that no individual component of the Morningstar stewardship rating including board quality, fees, manager incentives and regulatory issues is able to consistently predict fund performance.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"172 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133861612","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The purpose of this study is to measure the impact of investment in human resources activities on the effectiveness of investment in human capital in the commercial banks in Jordan. Through a comprehensive test of human resource activities investments' factors (investment in: staffing, training & development, incentives plans, and retention policy), the study investigated the relationship between human capital Investment and its effectiveness in commercial banks in Jordan (the return on investment, human capital value added, and the turnover rate). Finally the study examined the real practices of human capital investment in the commercial banks in Jordan. Human resource activities impact was studied through the study model which included independent variables: Staffing, Training & Development, Incentives, and Retention policy, also dependent variables: Human Capital Value Added (HCVA), Human Capital Return on Investment (HCROI), and Turnover Rate. In order to have an in depth insight of the investment in human capital in commercial banks in Jordan, sixteen were selected for this study. A sample frame of 110 top managers was chosen from various departments across the bank and human resources managers from a potential of 163. A structured questionnaire was designed and distributed to the respondents of the sample indicated above, in order to obtain primary data. Moreover, through the researcher's analysis it has been found that the concept of investing in human capital is not undertaken by the banks, in addition to the obstacles facing the implementation of policies and procedures for measuring human capital investment. Statistical methods and tools were utilized empirically for testing the study's hypotheses and analyzing the responses, such as descriptive statistics, simple and multiple regressions, computed on the statistical package of SPSS. Findings revealed that there is a significant impact on the independent variables: staffing, training & development, incentives, and retention policy on the effectiveness of investment in human capital. Moreover testing showed that there is a direct impact from both training & development and employee incentives system on the human capital return on investment and human capital value added. The study also revealed that there is a direct impact from retention policies on the turnover rate. Following are recommendations that would enhance and improve human capital investments: 1. To empower human resources management personnel with the tools and techniques needed to improve their role and impact on the overall performance of the banks. 2. To establish a human resources information system to build an effective and accurate data for decision makers. 3. To activate the use of the human capital investment concept all over the bank to emphasize the importance of human resources in creating added value for the bank. 4. To use the human capital investment ratios and measurements that reflect the impact and the impor
{"title":"The Impact of Investments in Human Resources Activities on the Effectiveness of Investment in Human Capital: The Case of Commercial Banks in Jordan","authors":"Muna Al-Ghazawi","doi":"10.2139/SSRN.2103564","DOIUrl":"https://doi.org/10.2139/SSRN.2103564","url":null,"abstract":"The purpose of this study is to measure the impact of investment in human resources activities on the effectiveness of investment in human capital in the commercial banks in Jordan. Through a comprehensive test of human resource activities investments' factors (investment in: staffing, training & development, incentives plans, and retention policy), the study investigated the relationship between human capital Investment and its effectiveness in commercial banks in Jordan (the return on investment, human capital value added, and the turnover rate). Finally the study examined the real practices of human capital investment in the commercial banks in Jordan. Human resource activities impact was studied through the study model which included independent variables: Staffing, Training & Development, Incentives, and Retention policy, also dependent variables: Human Capital Value Added (HCVA), Human Capital Return on Investment (HCROI), and Turnover Rate. In order to have an in depth insight of the investment in human capital in commercial banks in Jordan, sixteen were selected for this study. A sample frame of 110 top managers was chosen from various departments across the bank and human resources managers from a potential of 163. A structured questionnaire was designed and distributed to the respondents of the sample indicated above, in order to obtain primary data. Moreover, through the researcher's analysis it has been found that the concept of investing in human capital is not undertaken by the banks, in addition to the obstacles facing the implementation of policies and procedures for measuring human capital investment. Statistical methods and tools were utilized empirically for testing the study's hypotheses and analyzing the responses, such as descriptive statistics, simple and multiple regressions, computed on the statistical package of SPSS. Findings revealed that there is a significant impact on the independent variables: staffing, training & development, incentives, and retention policy on the effectiveness of investment in human capital. Moreover testing showed that there is a direct impact from both training & development and employee incentives system on the human capital return on investment and human capital value added. The study also revealed that there is a direct impact from retention policies on the turnover rate. Following are recommendations that would enhance and improve human capital investments: 1. To empower human resources management personnel with the tools and techniques needed to improve their role and impact on the overall performance of the banks. 2. To establish a human resources information system to build an effective and accurate data for decision makers. 3. To activate the use of the human capital investment concept all over the bank to emphasize the importance of human resources in creating added value for the bank. 4. To use the human capital investment ratios and measurements that reflect the impact and the impor","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2006-10-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129283807","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Valve is a “flat” company without a management hierarchy or traditional boss roles: instead of top-down organization and management, Valve employees are free to work on whatever projects they choose and to convince other employees to join collaborative groups. Decision-making is thus “democratized” rather than centralized in key management positions. This peculiar structure, or lack thereof, seems to challenge conventional ideas about organization not only in the video game business but also business in general. We say “seems to” because, as we will explain, the company’s story is more complicated than either its supporters or critics tend to acknowledge. In this chapter, we explore Valve’s economic organization and discuss the challenges it faces. We thereby provide a clearer and more comprehensive story of this organization, while also providing a foundation for future research on the gaming industry as well as on economic organization more generally. In particular, we use our survey of Valve’s unique organization to draw implications for theories of entrepreneurship, projects, strategy formation, and organizational capabilities. To do this, we draw on a range of publicly available data and first-hand accounts of the company, as well as available secondary literature. We also use the case of Half-Life 3, a highly-demanded-yet-never-made game, and Half-Life: Alyx, as examples of challenges organizations such as Valve face.
{"title":"Levels without Bosses? Entrepreneurship and Valve’s Organizational Design","authors":"Ulrich Möller, Matthew McCaffrey","doi":"10.2139/ssrn.3884844","DOIUrl":"https://doi.org/10.2139/ssrn.3884844","url":null,"abstract":"Valve is a “flat” company without a management hierarchy or traditional boss roles: instead of top-down organization and management, Valve employees are free to work on whatever projects they choose and to convince other employees to join collaborative groups. Decision-making is thus “democratized” rather than centralized in key management positions. This peculiar structure, or lack thereof, seems to challenge conventional ideas about organization not only in the video game business but also business in general. We say “seems to” because, as we will explain, the company’s story is more complicated than either its supporters or critics tend to acknowledge. In this chapter, we explore Valve’s economic organization and discuss the challenges it faces. We thereby provide a clearer and more comprehensive story of this organization, while also providing a foundation for future research on the gaming industry as well as on economic organization more generally. In particular, we use our survey of Valve’s unique organization to draw implications for theories of entrepreneurship, projects, strategy formation, and organizational capabilities. To do this, we draw on a range of publicly available data and first-hand accounts of the company, as well as available secondary literature. We also use the case of Half-Life 3, a highly-demanded-yet-never-made game, and Half-Life: Alyx, as examples of challenges organizations such as Valve face.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127969962","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper investigates whether replacing a coach improves teams performance. We do so by using match-level team performance data and a propensity score matching triple difference estimator. As a control group we use the matches of teams that did not fire the coach but that share similar observable characteristics and an identical pre-firing performance history with those whose coach was fired. On average, teams perform better with the new coach: they win more games, score more goals and concede fewer. How- ever, all these positive effects disappear when one compares the improvement in performance of those teams whose coach was fired with the corresponding “improvement” achieved by control teams that have a similar probability of firing the coach but have not done so. Our results do suggest that firing is likely to be an instrument used to provide incentives. Soccer teams may use it more often than firms simply because the outcome is easily observed.
{"title":"Does Replacing a Manager Improve Performance?","authors":"Sandra Maximiano","doi":"10.2139/ssrn.3589739","DOIUrl":"https://doi.org/10.2139/ssrn.3589739","url":null,"abstract":"This paper investigates whether replacing a coach improves teams performance. We do so by using match-level team performance data and a propensity score matching triple difference estimator. As a control group we use the matches of teams that did not fire the coach but that share similar observable characteristics and an identical pre-firing performance history with those whose coach was fired. On average, teams perform better with the new coach: they win more games, score more goals and concede fewer. How- ever, all these positive effects disappear when one compares the improvement in performance of those teams whose coach was fired with the corresponding “improvement” achieved by control teams that have a similar probability of firing the coach but have not done so. Our results do suggest that firing is likely to be an instrument used to provide incentives. Soccer teams may use it more often than firms simply because the outcome is easily observed.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"218 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122392647","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Going beyond a narrow focus on social enterprise, Grimes, Williams, and Zhao (2019) advance a model of mission drift that they argue is relevant to understanding why—and with what consequences—all types of organizations might act in ways that are inconsistent with their identity and image. We applaud this effort, and agree that it is important to develop a theoretically rigorous approach to mission drift. Yet while the treatment that Grimes et al. (2019) develop is likely relevant to some organizations, their argument is built on a shaky foundation, where “mission” is conceptualized in simplistic terms as an organization’s single, orienting purpose. In turn, this leads the authors to make a number of problematic inferences about “drift” as a general phenomenon. This dialog details our concerns, and suggests that it is vital to go upstream, and theorize mission as a nuanced and variegated construct if we are going to generate meaningful insight about the nature, causes, and consequences of drift.
{"title":"Anchors Aweigh? Then Time to Go Upstream. Why We Need to Theorize ‘Mission’ Before ‘Drift'","authors":"Cecilia Varendh-Mansson, Tyler Wry, A. Szafarz","doi":"10.2139/ssrn.3790860","DOIUrl":"https://doi.org/10.2139/ssrn.3790860","url":null,"abstract":"Going beyond a narrow focus on social enterprise, Grimes, Williams, and Zhao (2019) advance a model of mission drift that they argue is relevant to understanding why—and with what consequences—all types of organizations might act in ways that are inconsistent with their identity and image. We applaud this effort, and agree that it is important to develop a theoretically rigorous approach to mission drift. Yet while the treatment that Grimes et al. (2019) develop is likely relevant to some organizations, their argument is built on a shaky foundation, where “mission” is conceptualized in simplistic terms as an organization’s single, orienting purpose. In turn, this leads the authors to make a number of problematic inferences about “drift” as a general phenomenon. This dialog details our concerns, and suggests that it is vital to go upstream, and theorize mission as a nuanced and variegated construct if we are going to generate meaningful insight about the nature, causes, and consequences of drift.","PeriodicalId":174886,"journal":{"name":"Strategy & Organizational Behavior eJournal","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124015667","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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