Asian Business & Management最新文献

The present study investigates the influence of femininity as a cultural value on overcoming institutional hurdles and facilitating entrepreneurial opportunity development by rural women in Iran. We conducted 15 in-depth interviews with rural women entrepreneurs over a year to identify the process of rural women entrepreneurship. Our findings show that when regulative institutions fail to accomplish the expected role in support of rural women entrepreneurship, instrumentalizing the femininity of Iranian culture can overcome the hurdle. We contribute to rural women entrepreneurship by theorizing the influence of femininity as an alternative institutional arrangement in overcoming regulative institutional hurdles and the social construction of new opportunities. We also contribute to theory by further characterizing femininity in Hofstede’s work and suggesting a connection between Hofstede’s macro-level model and micro-level analysis. We frame research results and justify interpretations by providing contextual details to explain how femininity works in a specific Asian cultural context when building women entrepreneurship. We furthermore provide practical implications for policymakers.

With the digital technologies diffusion, low-medium technology firms have been pushed to advance their dynamic capabilities. Through an exploratory multiple-case study, we analyze four Thai family firms assessing their preparedness in pursuing a digital transformation journey and their ability to improve dynamic capabilities. The study shows that LMT firms are in the early stage of their digital transformation, which is led by being part of a global value chain, serving exigent consumers, and imitating startups. Thai firms revitalize business models, while optimizing operations. They build dynamic capabilities through the help of third-party providers prioritizing social media marketing and digital marketing, with a general awareness of environmental, societal, and governance trends. Overall, family firms are still reluctant to pursue strategic agility and rapid prototyping. Thus, in the absence of an innovation ecosystem supporting family firms, it is harder to augment their absorptive capacity and redesign the internal structure of the organization.

Diversity and inclusion scholarship addresses inequality at work across categories of difference marked with historical disadvantages such as gender, ethnicity, disability, sexual orientation, and class or categories meaningful for the industrial, organisational or local settings. This scholarship has not considered political ties to be a diversity strand. However, political ties are a considerable source of uneven power relations, unearned privileges, and unjust discrimination in many contexts. Similarly, political ties could be sources of disadvantage, exclusion and discrimination for individuals with weak, absent or oppositional political affiliations. Our paper focuses on the Asian context, where political ties are often a legitimate human and institutional resource that can shape individual choices and chances at work. By defining political ties as a diversity and inclusion strand, we critique the legitimacy of political ties as a dominant and desirable resource and present political tie discrimination as a wicked social problem that entrenches uneven relations of power and authority in workplaces. Highlighting how political affiliation manifests across different national contexts in Asia, we explore the utility of adding political ties to the Asian vernacular to regulate workplace diversity and inclusion. Asia provides an interesting context in which the interplay between political affiliation and workplace relations is often culturally endorsed, remains unregulated and unscrutinised through ethical and anti-discrimination regulations. Thus, Asia provides an ideal setting to explore the emergence of political tie diversity and inclusion at work. We illustrate this through country-specific examples, illustrating the cross-national varieties of political tie diversity in the Asian business context. We also suggest a roadmap to manage political tie diversity and inclusion for this context.

This study aims to investigate: (a) the differences in how human resource (HR) practice bundles, which enhance skills, motivation, and opportunities, account for the turnover of high performers versus non-high performers; (b) whether the turnover of high performers has a stronger impact on firm performance compared to that of non-high performers; and (c) whether the turnover of high performers, rather than that of non-high performers, mediates the relationship between HR practices and firm performance. Research hypotheses were tested using data collected from 153 South Korean companies. The results indicated that (a) HR practice bundles enhancing motivation were most effective in retaining high performers, compared to those enhancing skills or opportunities; (b) the turnover of high performers had a substantially stronger impact on firm financial performance compared to that of non-high performers; and (c) the turnover of high performers mediated the impact of motivation-enhancing HR practices on firm financial performance.

Abstract

This study delves into the factors influencing the sustainability performance of Korean companies, as measured by ESG (Environmental, Social, and Governance) scores, through the neo-institutional theory perspective. While existing research has focused on the relationship between an organization’s ESG performance and its financial outcomes, this study concentrates on analyzing how the firm’s legitimacy signaling, stakeholder pressures, visibility, and government industry regulations impact sustainability performance among listed Korean companies. Our empirical analysis indicates that the ESG scores reflecting a firm’s sustainability performance are positively influenced by all four factors. First, this study may contribute to the sustainability literature by providing a coherent and rich theoretical foundation. Second, this study may contribute to viewing the phenomenon related to sustainability from various angles. In addition, by verifying in more detail the impact of gaining legitimacy through the introduction of institutional norms in the existing new institutionalism discourse on organizational survival and growth, legitimacy signals, and corporate visibility, the theoretical contribution of this study can also be made by uncovering an intermediate mechanism in which various institutional factors such as stakeholder pressure and institutional regulations can be advantageous for growth and survival by substantially improving the sustainability management level of an organization.

The workplaces of the 21st Century are multi-generational, wherein employees of different generational groups—from experienced Baby Boomers to the new-bees Gen Z—work alongside. Entry of the youngest generation—Gen Z—into the workforce has challenged the dynamics of leading teams at workplaces. Literature has established consensus that employees of each generational group have unique expectations and preferences for leadership behaviour. However, it has not been addressed adequately, especially in the Indian context. Since work performance is impacted significantly by how a leader leads his/her team, we contribute to the existing body of knowledge by building upon the behavioural theory of leadership. We adopted qualitative research methodology to explore the leadership behaviour preferences of Indian Gen X, Gen Y, and Gen Z employees in a multi-generational work environment. Our findings provide ample evidence of both differences and similarities in the leadership behaviour preferences of the Indian Gen X, Gen Y and Gen Z employees.

This study examined the effect of perceived human resource management (HRM) system strength on employees’ counterproductive work behavior based on uncertainty management theory. The mediating role of perceptions of organizational politics and the moderating role of collectivism were also tested. We conducted three-wave surveys of 216 employees and used regression analysis to test the hypotheses. The results show that perceived HRM system strength negatively influences employees’ counterproductive work behavior. Perceptions of organizational politics mediate the relationship between perceived HRM system strength and employees’ counterproductive work behavior. Collectivism moderates the positive relationship between perceptions of organizational politics and employees’ counterproductive work behavior, such that the relationship will be stronger when collectivism is higher. The study enriches the research on the antecedents of counterproductive work behavior from the perspective of the HRM implementation process. It also provides suggestions for companies to reduce the counterproductive work behavior of employees.