Pub Date : 2023-03-09DOI: 10.4102/sajbm.v54i1.3437
Yiran Li, Shanshu He, M. Song, Jeong-Ho Jeon
{"title":"Exploring the effects of power distance orientation on unethical pro-organisational behaviour from the perspective of management","authors":"Yiran Li, Shanshu He, M. Song, Jeong-Ho Jeon","doi":"10.4102/sajbm.v54i1.3437","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3437","url":null,"abstract":"","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2023-03-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47929206","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-03-03DOI: 10.4102/sajbm.v54i1.3148
Edson Badarai, Martina Kotze, Petrus Nel
Purpose: Poor leadership skills are often one reason for poor performance in emerging economies’ state-owned enterprises (SOEs). Research on transformational leadership’s (TL) effectiveness in the public sector is limited and sometimes contradictory and incomplete. The present study sought to develop and test a TL and organisational performance (OP) model that includes the role of soft influence tactics and leader–follower relationship quality.Design/methodology/approach: Quantitative predictive research was used. The Multifactor Leadership Questionnaire-5X, Influence Behaviour Questionnaire, Leader-Member Exchange Questionnaire, and an adapted measure of OP were used to collect data from 302 staff members from 12 SOEs and government officials from line Ministries in an emerging economy. Variance-based structural equation modelling was used in data analysis.Findings/results: The findings show that the relationship between TL and OP is complex. Although TL directly influences OP, it also does so through soft proactive influence tactics (sPIT) and leader–follower relationship quality. Transformational leadership, proactive influence tactics and leader–follower relationship quality combined explained 47% of the variance in OP.Practical implications: State-owned enterprise leaders and management should take note that TL, proactive influence tactics and the quality of leader–follower relationships can be integrated to influence OP positively and significantly.Originality/value: This research provides additional knowledge to the limited research available on SOEs in emerging economies. Furthermore, it reveals that sPITs and leader–follower relationship quality influence the relationship between TL and OP in these SOEs. This addresses a knowledge gap concerning the leadership-OP relationship.
{"title":"A leadership-organisational performance model for state-owned enterprises in emerging economies","authors":"Edson Badarai, Martina Kotze, Petrus Nel","doi":"10.4102/sajbm.v54i1.3148","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3148","url":null,"abstract":"Purpose: Poor leadership skills are often one reason for poor performance in emerging economies’ state-owned enterprises (SOEs). Research on transformational leadership’s (TL) effectiveness in the public sector is limited and sometimes contradictory and incomplete. The present study sought to develop and test a TL and organisational performance (OP) model that includes the role of soft influence tactics and leader–follower relationship quality.Design/methodology/approach: Quantitative predictive research was used. The Multifactor Leadership Questionnaire-5X, Influence Behaviour Questionnaire, Leader-Member Exchange Questionnaire, and an adapted measure of OP were used to collect data from 302 staff members from 12 SOEs and government officials from line Ministries in an emerging economy. Variance-based structural equation modelling was used in data analysis.Findings/results: The findings show that the relationship between TL and OP is complex. Although TL directly influences OP, it also does so through soft proactive influence tactics (sPIT) and leader–follower relationship quality. Transformational leadership, proactive influence tactics and leader–follower relationship quality combined explained 47% of the variance in OP.Practical implications: State-owned enterprise leaders and management should take note that TL, proactive influence tactics and the quality of leader–follower relationships can be integrated to influence OP positively and significantly.Originality/value: This research provides additional knowledge to the limited research available on SOEs in emerging economies. Furthermore, it reveals that sPITs and leader–follower relationship quality influence the relationship between TL and OP in these SOEs. This addresses a knowledge gap concerning the leadership-OP relationship.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":"41 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135339443","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-24DOI: 10.4102/sajbm.v54i1.3139
Carolyn Easton, Renier Steyn
Purpose: The aim of this research was to test the assumption of differences between leadership styles adopted by leaders across generations, as perceived by their subordinates, on the premise that millennials hold different values from other generations, and that these values, in turn, have an impact on their leadership styles.Design/methodology/approach: This research was conducted in South Africa, in a variety of organisations, and by sampling employees across three generations, namely millennials, Generation X and baby boomers. Cross-sectional data were collected with an instrument based on the Pearce leadership typology of leadership styles. After confirming reliability and general factorial validity, mean scores were compared using analyses of variance.Findings/results: The results of the study found practically significant differences between millennial leaders and Generation X leaders in the extent to which they apply empowering and transformational leadership styles, as perceived by their subordinates. In absolute terms, millennial leaders display less leadership behaviour than do those of Generation X, with regard to these leadership approaches.Practical implications: Organisations involved in the development of millennial leaders should be aware that interventions should not blindly align to the stereotypes associated with this generation. Further research is also needed to determine which leadership styles are effective with millennial leaders.Originality/value: The millennial generation has emerged in the workplace as the new leadership pipeline, yet there appears to be a lack of research on how millennials want to lead. This study contributes to a nuanced understanding of and improved development of the millennial generation leaders.
{"title":"Millennial leaders and leadership styles displayed in the workplace","authors":"Carolyn Easton, Renier Steyn","doi":"10.4102/sajbm.v54i1.3139","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3139","url":null,"abstract":"Purpose: The aim of this research was to test the assumption of differences between leadership styles adopted by leaders across generations, as perceived by their subordinates, on the premise that millennials hold different values from other generations, and that these values, in turn, have an impact on their leadership styles.Design/methodology/approach: This research was conducted in South Africa, in a variety of organisations, and by sampling employees across three generations, namely millennials, Generation X and baby boomers. Cross-sectional data were collected with an instrument based on the Pearce leadership typology of leadership styles. After confirming reliability and general factorial validity, mean scores were compared using analyses of variance.Findings/results: The results of the study found practically significant differences between millennial leaders and Generation X leaders in the extent to which they apply empowering and transformational leadership styles, as perceived by their subordinates. In absolute terms, millennial leaders display less leadership behaviour than do those of Generation X, with regard to these leadership approaches.Practical implications: Organisations involved in the development of millennial leaders should be aware that interventions should not blindly align to the stereotypes associated with this generation. Further research is also needed to determine which leadership styles are effective with millennial leaders.Originality/value: The millennial generation has emerged in the workplace as the new leadership pipeline, yet there appears to be a lack of research on how millennials want to lead. This study contributes to a nuanced understanding of and improved development of the millennial generation leaders.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136122087","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose: This article explores the symbiosis between the fields of responsible leadership and purpose-driven brand building to offer a new, integrated perspective along with strategic guidelines for implementation by leaders in Africa.Design/methodology/approach: This conceptual paper is based on a critical review of literature that follows a three-phased approach, with 87 literature sources included across 4 literature domains. Thematic content analysis of data delivers five themes revealing the symbiotic nature of responsible leadership through purpose-driven brand building.Findings: Findings are captured in a conceptual model, which suggests that responsible leadership should be embedded in brand purpose which serves to benefit brand stakeholders and society. Responsible leaders align all decisions and actions to build and enhance cohesive brands - creating ecosystems that cogently work together toward a shared goal. Through purpose-driven brand building, responsible leaders could bolster socio-economic development in Africa, garner trust and attract investment.Practical implications and value: The central value of this article lies in the integration of the previously separate domains of responsible leadership and purpose-driven brand building as well as the directions provided for further research. The new perspective is practically operationalised with strategic guidelines for responsible leadership on the African continent by serving brand purpose to the benefit of all stakeholders.
{"title":"Responsible leadership through purpose-driven brand building: Guidelines for leaders in Africa","authors":"Carla Enslin, Michelle Wolfswinkel, Marlize Terblanche-Smit","doi":"10.4102/sajbm.v54i1.3427","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3427","url":null,"abstract":"Purpose: This article explores the symbiosis between the fields of responsible leadership and purpose-driven brand building to offer a new, integrated perspective along with strategic guidelines for implementation by leaders in Africa.Design/methodology/approach: This conceptual paper is based on a critical review of literature that follows a three-phased approach, with 87 literature sources included across 4 literature domains. Thematic content analysis of data delivers five themes revealing the symbiotic nature of responsible leadership through purpose-driven brand building.Findings: Findings are captured in a conceptual model, which suggests that responsible leadership should be embedded in brand purpose which serves to benefit brand stakeholders and society. Responsible leaders align all decisions and actions to build and enhance cohesive brands - creating ecosystems that cogently work together toward a shared goal. Through purpose-driven brand building, responsible leaders could bolster socio-economic development in Africa, garner trust and attract investment.Practical implications and value: The central value of this article lies in the integration of the previously separate domains of responsible leadership and purpose-driven brand building as well as the directions provided for further research. The new perspective is practically operationalised with strategic guidelines for responsible leadership on the African continent by serving brand purpose to the benefit of all stakeholders.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":"331 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135538046","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-02-07DOI: 10.4102/sajbm.v54i1.2937
Richard Amoako, Yuanchun Jiang, Stephen S. Adu-Yeboah, Michelle F. Frempong, Stephen Tetteh
Purpose: Governments in developing countries are riddled with operational inefficiencies. Many have turned to electronic service delivery to address these operational problems. With coronavirus disease 2019 (COVID-19) pandemic, the push for digitalisation has only got stronger. We use the technology acceptance model (TAM) and innovation diffusion model (IDM) to investigate the factors that influence the implementation of electronic human resource management (e-HRM) in selected public organisations in an emerging economy.Design/methodology/approach: Data were collected from key informants composed of human resource (HR) officers, supervisors, line managers and sections of employees in selected public sector organisations. The data were analysed using hierarchical regression techniques.Findings/results: The various dimensions of TAM and IDM were found to contribute to the implementation of e-HRM in public organisations significantly. Specifically, perceived simplicity of usage, perceived usefulness, self-efficacy, compatibility and facilitating conditions showed significant positive effects on e-HRM implementation intentions. Furthermore, compatibility and perceived ease of use significantly predicted perceived usefulness of e-HRM.Practical implications: The influence of the dimensions of TAM and IDM in e-HRM implementation intentions in public institutions in this study dictates that governments in developing nations need to pay attention to both technology features and employee’s technology capabilities to ensure smooth digitalisation of government business.Originality/value: The integration of TAM and IDM in assessing e-HRM implementation in a developing nation enriches e-government and HR management literature.
{"title":"Factors influencing electronic human resource management implementation in public organisations in an emerging economy: An empirical study","authors":"Richard Amoako, Yuanchun Jiang, Stephen S. Adu-Yeboah, Michelle F. Frempong, Stephen Tetteh","doi":"10.4102/sajbm.v54i1.2937","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.2937","url":null,"abstract":"Purpose: Governments in developing countries are riddled with operational inefficiencies. Many have turned to electronic service delivery to address these operational problems. With coronavirus disease 2019 (COVID-19) pandemic, the push for digitalisation has only got stronger. We use the technology acceptance model (TAM) and innovation diffusion model (IDM) to investigate the factors that influence the implementation of electronic human resource management (e-HRM) in selected public organisations in an emerging economy.Design/methodology/approach: Data were collected from key informants composed of human resource (HR) officers, supervisors, line managers and sections of employees in selected public sector organisations. The data were analysed using hierarchical regression techniques.Findings/results: The various dimensions of TAM and IDM were found to contribute to the implementation of e-HRM in public organisations significantly. Specifically, perceived simplicity of usage, perceived usefulness, self-efficacy, compatibility and facilitating conditions showed significant positive effects on e-HRM implementation intentions. Furthermore, compatibility and perceived ease of use significantly predicted perceived usefulness of e-HRM.Practical implications: The influence of the dimensions of TAM and IDM in e-HRM implementation intentions in public institutions in this study dictates that governments in developing nations need to pay attention to both technology features and employee’s technology capabilities to ensure smooth digitalisation of government business.Originality/value: The integration of TAM and IDM in assessing e-HRM implementation in a developing nation enriches e-government and HR management literature.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136251995","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-31DOI: 10.4102/sajbm.v54i1.3639
B. Ganson
Purpose: This study aimed to better define the boundary conditions of voluntary business engagement for social and economic transformation.Approach: Case study of the Consultative Business Movement (CBM) in South Africa’s democratic transition through historical narrative and analysis, applying both contemporaneous and contemporary lenses.Findings: The analysis demonstrates that creating shared value requires shared power, an arrangement into which incumbent businesses may reluctantly enter, and from which they may quickly exit when their own political interests are met but before transformational economic goals have been achieved. Thus, exogenous forces are necessary to dependably shape a private sector that is fully aligned with economic transformation and peaceful development.Practical implications: Economic and political carrots and sticks combined with the mandatory embedding of business actors in broader networks may be required to ensure that business strategies and operations are more directly the result of consensus reached with more progressive social and economic agents in ways that advance societal goals. Those managers who do want to lead change should take from the experience of CBM the imperative to take no unilateral decisions but rather to share decision-making power with civil society and community actors.Originality/value: The article challenges and refines discourse that assumes that business interests are broadly aligned with sustainable societal outcomes. It thus sheds light on the boundary conditions for the variety of propositions in the management literature that business and societal aims are largely aligned that have been underexplored.
{"title":"Shared value as shared power: Business in South Africa’s democratic transition","authors":"B. Ganson","doi":"10.4102/sajbm.v54i1.3639","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3639","url":null,"abstract":"Purpose: This study aimed to better define the boundary conditions of voluntary business engagement for social and economic transformation.Approach: Case study of the Consultative Business Movement (CBM) in South Africa’s democratic transition through historical narrative and analysis, applying both contemporaneous and contemporary lenses.Findings: The analysis demonstrates that creating shared value requires shared power, an arrangement into which incumbent businesses may reluctantly enter, and from which they may quickly exit when their own political interests are met but before transformational economic goals have been achieved. Thus, exogenous forces are necessary to dependably shape a private sector that is fully aligned with economic transformation and peaceful development.Practical implications: Economic and political carrots and sticks combined with the mandatory embedding of business actors in broader networks may be required to ensure that business strategies and operations are more directly the result of consensus reached with more progressive social and economic agents in ways that advance societal goals. Those managers who do want to lead change should take from the experience of CBM the imperative to take no unilateral decisions but rather to share decision-making power with civil society and community actors.Originality/value: The article challenges and refines discourse that assumes that business interests are broadly aligned with sustainable societal outcomes. It thus sheds light on the boundary conditions for the variety of propositions in the management literature that business and societal aims are largely aligned that have been underexplored.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2023-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44224499","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-31DOI: 10.4102/sajbm.v54i1.3669
Dusan Ecim, W. Maroun, Alan J. Duboisée de Ricquebourg
Purpose: The aim of this study was to analyse the key audit matters (KAMs) being reported in South Africa by assessing 356 Johannesburg Stock Exchange (JSE)–listed entities’ audit reports from 2017 to 2020, which entailed 1424 audit reports and 2903 KAM disclosures.Design/methodology/approach: The study assessed the impact and inter-relationship of three determinants (financial year, audit firm type and industry category) on the type of KAMs disclosed, total KAMs disclosed, the number of entity- and account-level KAMs and the readability of KAM disclosures. Qualitative content analysis was used to identify the core KAM themes and classifications.Findings/results: The findings suggest the most common KAM disclosures are related to business combinations and impairments of goodwill, followed by measurement and impairment considerations for nonfinancial assets. Key audit matters disclosed predominantly have a micro-level focus on core account-level issues. Differences in KAM disclosures between Big 4 and non-Big 4 firms are not that pronounced, which signals an increased market credibility perception for second-tier firms. The Flesch average reading score indicates that KAM disclosures are complex and difficult to read. This is concerning because the KAM disclosures are in place to facilitate greater transparency for stakeholders. However, the technical nature of financial statements may mean that only users with an understanding of accounting, finance and economics will derive value from KAM disclosures.Practical implications: This research will be relevant for standard-setters, regulators and users of audit reports interested in how ISA 701 is being implemented and the state of KAM disclosures in an emerging economy.Originality/value: Barring only some exceptions, relatively little is known about the auditors’ expanded reporting requirements in a South African context.
{"title":"An analysis of key audit matter disclosures in South African audit reports from 2017 to 2020","authors":"Dusan Ecim, W. Maroun, Alan J. Duboisée de Ricquebourg","doi":"10.4102/sajbm.v54i1.3669","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3669","url":null,"abstract":"Purpose: The aim of this study was to analyse the key audit matters (KAMs) being reported in South Africa by assessing 356 Johannesburg Stock Exchange (JSE)–listed entities’ audit reports from 2017 to 2020, which entailed 1424 audit reports and 2903 KAM disclosures.Design/methodology/approach: The study assessed the impact and inter-relationship of three determinants (financial year, audit firm type and industry category) on the type of KAMs disclosed, total KAMs disclosed, the number of entity- and account-level KAMs and the readability of KAM disclosures. Qualitative content analysis was used to identify the core KAM themes and classifications.Findings/results: The findings suggest the most common KAM disclosures are related to business combinations and impairments of goodwill, followed by measurement and impairment considerations for nonfinancial assets. Key audit matters disclosed predominantly have a micro-level focus on core account-level issues. Differences in KAM disclosures between Big 4 and non-Big 4 firms are not that pronounced, which signals an increased market credibility perception for second-tier firms. The Flesch average reading score indicates that KAM disclosures are complex and difficult to read. This is concerning because the KAM disclosures are in place to facilitate greater transparency for stakeholders. However, the technical nature of financial statements may mean that only users with an understanding of accounting, finance and economics will derive value from KAM disclosures.Practical implications: This research will be relevant for standard-setters, regulators and users of audit reports interested in how ISA 701 is being implemented and the state of KAM disclosures in an emerging economy.Originality/value: Barring only some exceptions, relatively little is known about the auditors’ expanded reporting requirements in a South African context.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2023-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42464314","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-31DOI: 10.4102/sajbm.v54i1.3541
Albrecht Fritzsche, H. Kriek
Purpose: The article studies how the shutdown of campuses and subsequent change to online course delivery during the coronavirus disease 2019 (COVID-19) pandemic have changed the experience of organisational space in management education.Design/methodology/approach: The study utilises a mixed methods approach to data collection and analysis with questionnaires. For a better understanding of spatial experience, a deeper hermeneutic analysis of course design and delivery is undertaken as well.Findings/results: Without the possibility to rely on physical presence, a sense of togetherness in management education is established in different ways, using digital technology to improve time management, get better visual impressions, relate teaching more closely to application environments, etc.Practical implications: The loss of territorial spatial structure on campus can be partially compensated by a different spatial structure resulting from technically mediated experiences of relatedness and proximity in online course delivery by management educators.Originality/value: The article sheds light on the different possibilities to establish educational spaces at business schools, expanding the ongoing discourse on organisational space to the domain of teaching and learning in the digital age.
{"title":"Online education and organisational space in business schools during the COVID-19 pandemic","authors":"Albrecht Fritzsche, H. Kriek","doi":"10.4102/sajbm.v54i1.3541","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3541","url":null,"abstract":"Purpose: The article studies how the shutdown of campuses and subsequent change to online course delivery during the coronavirus disease 2019 (COVID-19) pandemic have changed the experience of organisational space in management education.Design/methodology/approach: The study utilises a mixed methods approach to data collection and analysis with questionnaires. For a better understanding of spatial experience, a deeper hermeneutic analysis of course design and delivery is undertaken as well.Findings/results: Without the possibility to rely on physical presence, a sense of togetherness in management education is established in different ways, using digital technology to improve time management, get better visual impressions, relate teaching more closely to application environments, etc.Practical implications: The loss of territorial spatial structure on campus can be partially compensated by a different spatial structure resulting from technically mediated experiences of relatedness and proximity in online course delivery by management educators.Originality/value: The article sheds light on the different possibilities to establish educational spaces at business schools, expanding the ongoing discourse on organisational space to the domain of teaching and learning in the digital age.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2023-01-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47242452","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-30DOI: 10.4102/sajbm.v54i1.3573
S. K. Lee, Sunki Lee
Purpose: Are board ties among competitors harmful to customers? The prevalent assumption on board ties among competitors is that they harm customer benefits. This study examines the mechanism by which board ties with competitors result in an outcome conducive to customers.Design/methodology/approach: Based on a sample of 79 savings banks in South Korea, we investigate the extent of banks’ board ties with other banks and their engagement in a project financing (PF) consortium from 2014 to 2020. The generalised least square was adopted to test the hypotheses. We also performed several supplemental analyses to further support our results.Findings/results: Savings banks with greater board ties with rivals provided more financial opportunities to their customers by forming PF consortia more actively with other banks. Furthermore, the positive impact of board ties on banks’ participation in a PF consortium increases, especially when the proportion of external shareholders is smaller or when savings banks are family firms.Practical implications: Outside directors can not only play the role of monitoring the management but also serve as assistants who can help banks provide financial services (or products) that banks could not provide individually.Originality/value: While prior studies have clearly recognised the negative impacts on customers of board-friendship ties among rivals, little attention has been paid to the potential mechanism by which board ties among competing firms can benefit customers. This study challenges the dominant assumption by demonstrating that savings banks with greater board ties with other banks provide more financial opportunities to their economically weak customers.Contribution: Finally, this study contributes to the family business literature by providing insight into how the unique characteristics of family firms in strategic choices make outside directors contribute as assistants than supervisors.
{"title":"Is board-tie among rivals harmful to customers? Evidence from banks’ project-financing consortium","authors":"S. K. Lee, Sunki Lee","doi":"10.4102/sajbm.v54i1.3573","DOIUrl":"https://doi.org/10.4102/sajbm.v54i1.3573","url":null,"abstract":"Purpose: Are board ties among competitors harmful to customers? The prevalent assumption on board ties among competitors is that they harm customer benefits. This study examines the mechanism by which board ties with competitors result in an outcome conducive to customers.Design/methodology/approach: Based on a sample of 79 savings banks in South Korea, we investigate the extent of banks’ board ties with other banks and their engagement in a project financing (PF) consortium from 2014 to 2020. The generalised least square was adopted to test the hypotheses. We also performed several supplemental analyses to further support our results.Findings/results: Savings banks with greater board ties with rivals provided more financial opportunities to their customers by forming PF consortia more actively with other banks. Furthermore, the positive impact of board ties on banks’ participation in a PF consortium increases, especially when the proportion of external shareholders is smaller or when savings banks are family firms.Practical implications: Outside directors can not only play the role of monitoring the management but also serve as assistants who can help banks provide financial services (or products) that banks could not provide individually.Originality/value: While prior studies have clearly recognised the negative impacts on customers of board-friendship ties among rivals, little attention has been paid to the potential mechanism by which board ties among competing firms can benefit customers. This study challenges the dominant assumption by demonstrating that savings banks with greater board ties with other banks provide more financial opportunities to their economically weak customers.Contribution: Finally, this study contributes to the family business literature by providing insight into how the unique characteristics of family firms in strategic choices make outside directors contribute as assistants than supervisors.","PeriodicalId":45649,"journal":{"name":"South African Journal of Business Management","volume":" ","pages":""},"PeriodicalIF":1.3,"publicationDate":"2023-01-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43778279","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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