Review of Managerial Science最新文献

Building on the socioemotional wealth theory, this study examines the influence of family ownership and corporate social responsibility (CSR) on trade credit. We argue that the intention to preserve family control, the preference for long-lasting relationships, and the desire to accumulate social capital lead family firms to opt for trade credit. Family firms’ peculiarities are also expected to condition the CSR-trade credit link. In addition, we account for the fact that some CSR practices are particularly aimed at external stakeholders. Our analyses rely on a sample of European listed firms from 2008 to 2020 and our empirical evidence confirms a positive effect of family ownership and CSR on trade credit. Going a step further, our results highlight the moderating role of family ownership in the relationship between CSR and firm’s access to trade credit. In fact, the positive effect of CSR on trade credit seems to be exclusively attributable to family firms. We also report that CSR policies oriented towards external stakeholders are linked to greater use of trade credit, with family firms explaining the positive impact of external CSR.

This study explores the effectiveness of gamified strategies in addressing impulsive e-buying behaviors and mitigating subsequent product returns. Impulse buying in apparel e-tailers is a prevalent phenomenon with significant implications for both consumers and businesses. While impulse purchases contribute to e-tailers' sales, they also result in undesired consequences such as regret, dissatisfaction, and high return rates. This research investigates the potential of gamification, specifically distraction and substitution strategies, in counteracting impulsive online purchase decisions. Through online experimental and field studies involving participants from the United States and a European apparel e-tailer, respectively, we examine the impact of gamified interventions on impulse buying behavior and product return rates. The findings indicate that gamified distraction strategies are more effective than substitution strategies in reversing impulse e-buying behavior. Additionally, the field experiment demonstrates a significant reduction in product return rates among customers exposed to distraction interventions. These results highlight the potential of gamification as a nonpunitive approach to intervene in the e-decision-making process of consumers, offering practical implications for e-tailers seeking to minimize returns and enhance customer satisfaction.

Regulatory and legislative frameworks are essential in fostering an environment conducive to innovation. In emerging innovation systems, market imperfections, along with power and information asymmetries, can create a disconnect between the design and implementation of regulations and the needs of innovative organizations. This paper explores how regulations and laws related to labor and environmental protection, product safety and consumer protection, intellectual property rights, and taxation impact innovation outcomes in seven emerging European innovation systems. Our findings indicate that restrictive regulations increase the likelihood of innovation abandonment and tend to encourage incremental rather than radical innovation. Companies often respond to these regulatory and legal barriers by engaging in collaborative innovation. Notably, these effects are observed primarily in older firms that have established their competitiveness in a production-oriented environment. The results highlight the importance of thoughtful policy design to enhance innovation dynamics in emerging innovation systems.

New venture teams (NVTs) face challenges caused by adversity, making team resilience crucial for venture survival. While team resilience factors have been identified, we do not yet understand how they combine. We examine their combinations from a configurational approach. Based on a fsQCA analysis of team resilience factors in thirty-eight NVTs and five follow-up in-depth case interviews, we explore how team resilience factors combine to form particular team resilience pathways for survival in adversity. Our analysis reveals three pathways: relaxed team improvisers, validated team visionaries, and relational team connectors. The theoretical implications include enhancing the framework regarding the resilience of NVTs and introducing a new causal mechanism based on the causal complexity of team resilience factors.

Green Human Resource Management (HRM) calls for integrating environmental considerations into HRM practices, shaping firms’ environmental awareness and efforts toward sustainability. The United Nations’ 2030 Sustainable Development Goals (SDGs) emphasize the economic, social, and environmental dimensions of sustainability and have become the primary focal point for channeling businesses’ efforts to resolve environment- and sustainability-based grand challenges. Despite the recognized importance of green HRM, existing studies inadequately explore its impact on SDG performance (specifically SDGs 8 and 12 centered on social innovation and eco-innovation dimensions) among small and medium-sized enterprises (SMEs), whose activities are constrained by resource scarcity. Drawing on the resource-based view (RBV), this study evaluates data from 1573 managers and 433 human resource managers of 433 SME manufacturing firms and confirms that green HRM positively affects SDG performance. In this relationship, green exploratory innovation and a developmental culture enhance these outcomes of green HRM practices. Study findings extend the RBV by positioning green HRM as a strategic resource driving sustainable outcomes and revealing its role in achieving environmental sustainability.

Practitioners and researchers have long been interested in gaining a better understanding of the factors driving Mergers & Acquisitions (M&A) outcomes. While studies are increasingly adopting an upper-echelons perspective in this regard, the role of individual decision-makers, other than the chief executive officer, remains poorly understood. In this study, we investigate how acquiring companies’ chief financial officers (CFOs), who possess greater managerial power to influence crucial decisions in the acquisition process, can affect M&A outcomes. We expect greater decision authority to enable CFOs to contribute valuable financial expertise at different stages of a deal, ultimately enhancing the takeover’s overall value creation. Utilizing a large sample of U.S. transactions that occurred from 1996 to 2018, our results suggest that more powerful CFOs improve M&A performance in large deals where shareholders presume CFO financial expertise will be especially valuable. Further analyses of specific mechanisms through which CFOs improve M&A outcomes reveal the importance of distinguishing between the multiple dimensions through which CFOs gain influence in a firm. In this context, we find that CFOs' M&A experience (i.e., their expertise power) is the most persistent dimension of improved deal outcomes, as reduced takeover premiums and lower third-party advisory fees make clear.

In this study, we conduct a panoramic analysis of two decades of open innovation (OI), leveraging topic modeling with machine learning to map out ten critical OI pathways and their associated failure mechanisms on the micro, meso, and macro levels. Open innovation has revolutionized organizational innovation, collaboration, and competition. However, it presents complexities that require a multifaceted approach to research. Our findings, informed by interpretative thematic analysis, reveal distinct scholarly debates and three primary controversies within the OI research landscape, pointing to the need for future research to integrate these diverse narratives. By providing a comprehensive synthesis of the OI field’s evolution and current state, along with an analysis of its underlying failure mechanisms, we aim to guide strategic decision-making in OI practice, and enrich the academic discourse on its operational and strategic dimensions. Finally, we highlight several potential avenues for future research that emerge from our synthesis of the literature.

This research aims to examine how managers responded and behaved in the highly chaotic environment generated by the COVID-19 crisis. Understanding their response is important because each decision taken impacted differently and significantly on their companies’ performance. The first part of the study uses topic modeling to interprets text from 113 interviews with executives published in general media. The second part analyzes responses from 518 managers across 15 countries using PLS-SEM. The survey was conducted during the most severe stage of the pandemic (2020), ensuring real-time opinions from managers rather than relying on recollections. The study’s main finding reveals that managers made strategic/operational and financial decisions, which helped companies adapt and survive in this new environment. However, they had a negative effect on firm performance. These findings delineate significant theoretical implications for managerial decision-making amidst chaotic contexts, as well as guiding practitioners in facing future crises.

We examine regional differences in how generalized trust and relation centrism influence how 16,785 firms across 20 lower- and middle-income countries perceive corruption as a business obstacle. Using the machine learning method LASSO, our empirical findings indicate that higher out-group generalized trust is associated with increased perceptions of corruption hindering business operations. Conversely, higher in-group friend centrism aligns with reduced perceptions of corruption as an obstacle. Interestingly, regional disparities highlight that family centrism generally outweighs friend centrism in firms' perceptions of corruption obstacles. Furthermore, while legal institutional and regulatory quality partly mitigate this effect, political stability consistently plays the most significant role in weakening this association.

Organizations increasingly implement AI for career development to enhance efficiency. However, there are concerns about employees’ acceptance of AI and the literature on employee acceptance of AI is still in its infancy. To address this research gap, integrating justice theory, we investigate the effects of the deciding entity (human, human and AI, and AI) and the impact of the data source (internal data, external data), on employees’ reactions. Using a scenario-based between-subject design, displaying a common situation in organizations (N = 280) and an additional causal-chain-approach (N = 157), we examined whether a decrease of human involvement in decision making diminishes employees’ perceived fairness and satisfaction with the career development process and increases their perceived privacy intrusion. Although we also considered other data sources to moderate the proposed relationships, we found no support for interaction effects. Finally, fairness and privacy intrusion mediated the influence of the deciding entity and data source on turnover intention and employer attractiveness, while satisfaction with the process did not. By addressing how the employees react to AI in career development–showing the negative reactions, our study holds considerable relevance for research and practice.