European Research on Management and Business Economics最新文献

Major trends in the automotive industry are reconfiguring digital mobility business models. From a comprehensive, combined Dynamic Capabilities and Ecosystems approach, this study characterizes the digital mobility business models linked to sustainability, connectivity, and Autonomous Vehicles (AVs) adopted by four carmakers (Volkswagen, Stellantis, Toyota, and Honda). Results show that carmakers differ in their focal digital mobility value propositions, based mainly on the carmakers’ own mobility strategies. Volkswagen exhibits an integral proposition with personalized services, while Stellantis is focusing on electric mobility and its solutions, Toyota on autonomous and connectivity services, and Honda on a user-centric perspective via connected and shared mobility. The main sources of income are multiple personalized services linked to connectivity that specifically provide driver assistance, along with remote and digital platform services. Those carmakers pursuing sustainable, autonomous, or shared mobility strategies find their primary income sources in services like remote electric driving, autonomous door-to-door deliveries, and car-sharing. Such services are deployed not only due to technical resources, such as digital skills and data exchange systems, but primarily through organizational capabilities like a “team-player mentality” and a customer-focused vision. Finally, differences in sustainability have been highlighted, but in general terms, all manufacturers are striving to address the battery and charging-point issue through various business models to promote electric mobility. Carmakers are governing a digital mobility ecosystem configured by multiple service and technology providers that are developing transportation solutions.

How do exporters react to changes in formal institutional contexts? We hypothesise that when the formal institutional context reduces uncertainty, family-firm exporters increase their productivity more than those of non-family firms. To examine our general conjecture empirically, we leveraged the shift from a flexible to a fixed exchange rate regime that occurred with the adoption of the euro. Our findings showed that, after adopting the euro, intra-European Union (EU) family-firm exporters achieved higher productivity than non-family-firm exporters. Owing to the elimination of exchange rate volatility, intra-EU family-firm exporters, who were particularly sensitive to uncertainty because of their specificities related to wealth concentration, family-oriented goals, and corporate transparency, became more willing to adopt investment decisions than intra-EU non-family-firm exporters. Consequently, these investments yielded significant improvements in the productivity levels of the former group. We also found that the gains in productivity were not evenly distributed among intra-EU family-firm exporters. The introduction of the euro facilitated the transition of intra-EU family-firm exporters from low to intermediate productivity levels. Moreover, it allowed those with initially intermediate productivity levels to remain in the same group, while reducing the likelihood of falling behind high-productivity intra-EU family-firm exporters.

The paper investigates the moderating effect of patriarchal attitudes by country and year on the relationship between gender diversity on boards and firm performance. The international sample analyzed is composed of 1,103 listed firms from 18 European countries for the period of 2005–2019. Using a two-step system GMM approach, the analysis shows how the generally positive relationship between gender diversity and economic performance (proxied by return on assets and Tobin's Q) is offset and even surpassed by the negative moderating effect of patriarchal attitudes. Furthermore, our work tests critical mass theory and finds confirmation in line with the results obtained for gender diversity. The main contributions of this work include its use of new specific proxies for gender culture by country, namely, patriarchal attitudes and the finding of how they affect the relationship between women's board participation and firm performance in a negative and consistent way.

In business-to-business (B2B) contexts, sales organizations require both long-term and stable partnerships to accomplish their tasks effectively and enhance mutual value and satisfaction for the parties involved. Collaboration and satisfaction are two connected and central issues in the relational marketing (RM) literature. Considering the association viewpoint and membership domain (MD) theory, collaboration in B2B sales partnerships implies that parties should cooperate and align their interests and goals (social association), as well as coordinate their tasks and align their actions (action association). Nevertheless, this duality has been severely misunderstood in the literature, and it is therefore necessary to clarify and integrate this dichotomy within the same research framework. Accordingly, this research examines how to connect collaboration and satisfaction by decomposing and disaggregating them within the same alignment model.

The purpose of this study was to find an effective way of identifying homogeneous family firm groups, based on the prevailing beliefs of the owning family on ownership, management and intergenerational transmission. We conducted a two-stage cluster analysis, using data from a representative sample of 240 Spanish family firms. The results showed three types of clearly differentiated family firms, each of them with a profile of different beliefs. Our work contributes to the previous literature by integrating the components of involvement and essence approaches and beliefs about these to distinguish homogeneous groups of family firms.

The purpose of this study is to conduct a bibliometric analysis of socioemotional wealth research from the perspective of the family business. This analysis describes the current research trends and shows the future lines of research to guide future research in this field. A detailed and systematic analysis of the scientific production of 1026 articles on socioemotional wealth published in the Web of Science (WoS) between 1975 to May 2021. This work shows the consolidation of socioemotional wealth as an area of research in family business, whose development has occurred since 2007. On the other hand, the most important articles, authors, countries and institutions in research on socioemotional wealth are pointed out. Finally, this paper concludes that the theoretical foundation of socioemotional wealth as an area of research is due to its connection with Family Business Theory.

The study objective was to show how a company's internal factors, such as organizational commitment and HR manager role can affect the establishment of different employment models towards sustainability. Specifically, we defined a model that analyses how an organisation's external (Institutional Pressures for Sustainability, or IPS) and internal factors (Sustainable Strategic Commitment, or SSC) can influence a company's Employment Relationships (ERs)– i.e., the relationships between employers and employees. We tested our hypotheses on a sample of 145 Spanish companies conducting multiple regression analyses as well as the moderation and mediation test using PROCESS (for SPSS v3.5). The results showed that despite the direct influence of IPS on ERs, a company's commitment and/or contribution towards sustainability plays a major role, as the latter constitutes the mechanism through which IPS enhance ERs. Furthermore, our results confirm the HR manager's significant role in fostering a company's strategic commitment to sustainability, thereby reinforcing the relationship between IPS and SSC. Consequently, HR management can develop a set of ERs better suited to a sustainable model, that is, one which encourages long-term commitment (Mutual Investment).

In an era of constant changes, organizations need to promote innovative thinking that leads to intrapreneurial behaviors. The current study aims to explore how leadership style (transformational and transactional leadership), organizational support for entrepreneurship, and the intensity of competition relate to employee intrapreneurial behaviors. Two studies were conducted to answer the research questions. In the first study, a paper-based survey was distributed to 464 employees. Following the first study's result, 150 manager-employee dyads were examined. Employees were asked to evaluate their manager's leadership style and the amount of organizational support, while their managers evaluated the employee's intrapreneurial behaviors and the intensity of the competition in the organization's environment. The results show that both transformational leadership and transactional leadership are connected to intrapreneurial behaviors via the mediation of organizational support. However, in a highly intense competitive environment, transformational leadership exhibits a stronger relationship with organizational support, which mediates the connection of the former with intrapreneurial behaviors. The results of the current study extend previous findings suggesting that both transformational and transactional leadership have positive effects on employee intrapreneurial behaviors. However, to actualize intrapreneurial development, an organization must provide support and help allocate both tangible and intangible resources accordingly.

This study examines the effect of internal marketing (IM) on salespeople's in-role and out-of-role behaviours and how these behaviours affect customer satisfaction and sales performance. It also tests the mediating role of job satisfaction as an emotional response and adopts survey design. Data from 322 companies in Daegu and Gyeongbuk Province in the Republic of Korea are collected and used to test the conceptual model using structural equation modelling. The findings reveal that organisations’ IM strategy for motivating employees positively affects salespeople's job satisfaction and out-of-role behaviour. The results also indicate that the salespeople's out-of-role behaviour enhances customer satisfaction and sales performance. This study suggests that organisations should provide guidelines and create an organizational culture that supports various IM activities to encourage employees’ spontaneous behaviours. It is among the very few, if not the first, studies that demonstrate how companies’ IM strategies could be leveraged to enhance job satisfaction and in-role and out-of-role behaviours in employees and how these behaviours could enhance customer satisfaction and sales performance.

Push and pull driving factors are important motivational antecedents of entrepreneurial intention. Perceptual variables, such as perceived risk in venture creation and opportunity recognition, also play a significant role in this question. However, the existing research has not analyzed all these factors in conjunction, which would enable better identification of entrepreneurial intention. This study advances the understanding of the relationship between push–pull factors and entrepreneurial intention through an analysis of the mediating effects of perceived risk and opportunity recognition. The results of a structural equation model (partial least squares, PLS) applied to a sample of 616 Spanish undergraduate students reveal that the influence of pull factors on entrepreneurial intention is positive, and partially mediated by opportunity recognition. However, the influence of push factors on entrepreneurial intention is indirect and negative. Push factors have a negative impact on entrepreneurial intention, increasing individuals’ perceptions of risk in venture creation and undermining their opportunity recognition. The paper extends the current knowledge on how entrepreneurial intention is formed, integrating the Push-Pull Theory into Krueger's 1993 Model of Entrepreneurial Intention, thus incorporating motivational and perceptual variables into a unified model. The results suggest practical implications for forming entrepreneurial intention in individuals from three perspectives: entrepreneurship education, public policy and practitioners. Specifically, these implications mainly focus on the importance of designing programs and policies aimed at favoring pull-related motivations (i.e., self-realization, independence), as well as helping develop perceptions that venture creation entails low risk and that an interesting high-value added business opportunity is recognized.