Asia Pacific Management Review最新文献

Trusted social networks are the one of invaluable assets of family businesses, which take time to build and to maintain. Therefore, in situations of family business succession, the process of network transfer cannot be ignored, but instead must be well planned in order to ensure the continuity of the existing social networks.

Drawing upon Steier's (2001) natural immersion and planned succession on social network transfer in family business succession, thirty in-depth interviews were conducted with family business predecessors in Thailand; to see how they prepare and handle the transfer of their social networks to their successors-to-be.

A two-step process of social network transfer was found to be a common practice amongst them. Step one “network transfer preparation” is the stage where the predecessors prepare their potential successors to be ready, and also to be competent to run the family business; by engaging them in the family business at the early stages and at an early age, encouraging them to gain work experience from external organizations, as well as getting them to study in the field that is most relevant to their family businesses. Step two is “network transfer execution”, in which successors-to-be are introduced to business partners, and jobs are delegated to them gradually. The predecessors expect their successors to maintain the same level of trust and collaboration, and uphold the business reputation that has been built up through one generation to the next. Whether or not such ties will be able to be maintained or strengthened depends on how well their successors invest their time and energy in developing trust levels and maintaining the cohesion of their existing social networks, as well as building up those networks further.

This study aims to understand the mechanism between CSR and employees’ attitudes and behaviors and help enterprises make better organizational interventions that exert CSR to have a positive impact on employees based on social exchange and social identity theory. It innovatively proposes a new comprehensive model to examine the positive impacts of perceived CSR altruism, perceived CSR execution and perceived CSR participation on organizational citizenship behavior, the mediating role of organizational identification, as well as the moderating role of perceived organizational support. Using the survey data from 409 questionnaires conducted in two provinces with different levels of economic development in China, the conceptual model is tested by hierarchical regression analysis and SEM. Empirical results indicate that perceived CSR altruism, perceived CSR execution and perceived CSR participation all have positive impact on organizational citizenship behavior through the partial mediation of organizational identification. In addition, perceived organizational support moderates the positive impact between organizational identification and organizational citizenship behavior. This study proposes a more comprehensive perspective on individuals’ perception and assessment of CSR and expands the dimensions of employee-perceived CSR. It also offers a new conceptual model to reveal the underlying mechanism between CSR and organizational citizenship behavior, which enriches the CSR research at micro-level and promotes the enthusiasm and practice effectiveness of CSR implementation.

The outbreak of COVID-19 at the end of 2019 spreads over the world extensively and rapidly. The daily lives are affected by lockdowns, work-from-home, and travel bans. The economic growth is stagnated. Many industries are severely affected by this pandemic. There are, however, also industries that are unexpectedly benefited from the pandemic. The objective of this paper is to investigate the industries in Taiwan that are affected by the pandemic. Samples of the top 1,000 manufacturing and the top 500 service companies in Taiwan are collected to calculate their productivities before the pandemic, in the period of 2016–2019, and during the pandemic, in the year of 2020. The results show that three industries: automobile, tourism, and electronic products distribution, have their productivities significantly decreased by 3.98%, 4.92%, and 1.27%, respectively. There are also four industries: electronic components, optoelectronic, electrical and cable, and oil, gas and electricity, whose productivities are unexpectedly increased significantly by 1.37%, 1.98%, 3.32%, and 4.31%, respectively. The impact of COVID-19 to large companies in Taiwan seems to be not severe. In 2021, approximately five sixths of the industries have their productivities increased. There are only five industries whose productivities become lower; however, the decreases are not significant, indicating that the economy in Taiwan is recovering from the pandemic.

This study aims to analyze company characteristics as a determinant of conventional and Islamic bank earnings management in several ASEAN countries (Association of Southeast Asian Nations). The Multiple Discriminant Analysis was used to determine the differences between Islamic and Conventional Banks. This test was conducted based on Capital Adequacy Ratio, Income Before Tax and Interest, Non-Performing and Changing Loans, Company's Size, CPI, and Kurs in banks located in Indonesia, Malaysia, and Brunei Darussalam from 2014 to 2020. The data obtained from 40 banking entities were analyzed discriminatively. The results showed simultaneous differences between Capital Adequacy Ratio, Income Before Tax and Interest, Non-Performing and Changing Loans, Company's Size, CPI, and Kurs as determinants of earnings management between Islamic and conventional banks. It also showed that the Company's Size was the dominant variable determining the management differences. Based on Discriminant Analysis, there were significant differences in conventional and Islamic earnings management determinants. The Changing Loan variable showed the highest contribution in determining earnings management in Islamic banks. Overall, this study found that conventional banks dominated the Islamic system in practicing earnings management.

The present study proposes to investigate the impact of transactional leadership style (TLS) and entrepreneur's passion (ETP) for employee performance (EP) and mediating role of passion between TLS and EP in Pakistan. The study is a quantitative approach and based on cross-sectional data. In total, 356 cases are applied for the final analysis. The results demonstrated a positive and significant effect of TLS and ETP on EP. Thus, the ETP recognized as a mediator between the TLS and the EP. The study's findings would offer significant contributions and implications for executives, entrepreneurs, and managers. The leadership style perception of the employees has a considerable contribution to generating a higher level of job performance. Hence, the study would provide the smoothness in enhancing EP with leadership behaviours' development. However, the mediation investigation of ETP between TLS and EP among the employees of Pakistan would give further guidelines for the policymakers of developing nation to observe the role of ETP.

During the COVID-19 pandemic era that began in 2020, there has been a growing trend in the literature to tackle the problem of health stress (HS) for promoting a sense of public health. In turn, this developing area of research has a high level of relevancy linked to business and economic recovery (Čvirik, 2020). Since HS has increased sharply during the COVID-19 pandemic era, there has been a need to further investigate the balance between coping with HS and the positive continuous intention to use mobile health applications (mHealth apps) among the public. This is the first study that takes the Asia-Pacific region as its case study and empirically investigates the validity of extensions based on the theories of expectation confirmation theory (ECT) (Bhattacherjee, 2001) on user continuous behavior relating to mHealth apps during the COVID-19 pandemic. Results reveal that HS as an emotion can positively affect perceived usefulness and satisfaction in relation to the continuous intention to use mHealth apps. The differences between new and frequent users are confirmed. Discussion and implications for practices are provided in the end.

This study investigates whether workforce agility via financial and non-financial performance influences corporate reputation and whether transformational leadership of top management and talent management via workforce agility impact financial and non-financial performance of IT firms. Data were collected from 225 IT firms and a middle-level executive from each firm responded to the questionnaire. Standard inventories were used to measure the constructs and only an inventory was developed to assess talent management. Data on financial performance, stock-listing status, firm size, and location of the firm were taken from secondary sources. When the effect of stock-listing status was controlled, firm performance improved corporate reputation. High (low) workforce agility via increased (decreased) firm performance was associated with high (low) corporate reputation. Furthermore, transformational leadership of top management and talent management via workforce agility were positively related to firm performance. The indirect effects suggested full mediation except the impact of workforce agility via financial performance on corporate reputation. Conclusively, transformational leadership of the top management and talent management of the firm develop the workforce agility, and the workforce agility furthers the firm performance that begets corporate reputation.

In a culture like Bangladesh where social trust is low and corporate philanthropy is rare, corporate social responsibility (CSR) engagements of the banking sector have been in a conspicuously upward trend. It begs the question of whether the galvanization of CSR expenditure is validated by financial motivations or a genuine thirst for corporate philanthropy. The literature on the relationship between CSR and corporate financial performance (CFP) is without any overarching consensus. From an emotional viewpoint, we revere corporate philanthropy without necessarily analyzing its financial merits. This study extends the contemporary CSR literature horizon by examining 30 listed banks in Bangladesh from the years 2006 through 2018, with particular emphasis on methodology that attempts to validate the CSR-CFP relationship. In addition to examining the bidirectional causality between CSR and financial returns using Panel Vector Autoregression, the study examines the factor determinants of CSR. The study finds that better CFP leads to more CSR expenditure, but CSR expenditure does not necessarily influence CFP. Moreover, net income, total deposits, return on asset, and previous year's CSR have a significant positive relationship with CSR whereas firm age has a significant negative relationship.

This study aims to explore how green human resource management enhances employees' pro-environmental behavior via the mediating role of corporate environmental strategy and green psychological climate. Moreover, the moderating effect of environmental consciousness is examined which is almost ignored in the prior studies. Quantitative research methods were used and data were collected using a structured questionnaire from 161 employees in the health sector of Punjab, Pakistan. PLS-SEM was used to conduct analysis. The findings highlight that corporate environmental strategy and green psychological climate mediate the relationship between green human resource management and pro-environmental behavior. Furthermore, various HR practices cast more impact on the corporate environmental strategy than others. The highly significant GHRM practices can be focused more on for a better environmentally-conscious workforce. The study provides valuable insight to academicians and practitioners. The healthcare sector of developing countries can channelize their limited resources on the significant green human resource practices that will lead to increasing employees’ pro-environmental behavior.

We use excess return, risks, MB ratios, and cumulative abnormal return as proxies to examine the CEO's market timing. The empirical results indicate that CEOs have been exactly in timing the market for Seasonal equity offering (SEO) events. CEOs have more incentives to execute seasonal equity offering when CAR reach peak and market risk drop to the lowest point that investors become less worried about risks. Evidence also shows that institutional investors do not own insider information before SEO but when issuance date appears, they recognize that CEOs are exploiting insider information in order to issue stocks at the highest price. Hence, the institutional investors switch their trading behavior from long positions to short positions to dodge the potential losses inflicted by the CEO's market timing. The fund manager recognizes that CEOs are implementing market timing so they can earn a positive return in the future. In contrast, security dealers and foreign investors do not recognize the CEO's market timing action, so they do not react, resulting in negative returns in the future.