Pub Date : 2023-11-14DOI: 10.1177/23409444231210566
Noelia Garcia-Buendia, José Moyano-Fuentes, Juan Manuel Maqueira-Marín, Pietro Romano, Margherita Molinaro
In a context characterized by increasing competitive pressure, supply chain collaboration has gained greater relevance and lean principles have been integrated into supply chain management to address the challenge of achieving better organizational performance. The purpose of this study is to understand the roles of strategic supplier performance and competitive intensity in Lean Supply Chain Management (LSCM) implementation and its performance. We use a variance-based Structural Equation Model analysis with empirical data from a sample of 273 Spanish companies to analyze the relationships among strategic suppliers, competitive intensity, LSCM implementation, and performance. Our findings indicate that strategic supplier performance is positively associated with LSCM implementation and that this relationship is heightened in highly competitive industries. Our results also reveal the indirect association of LSCM implementation in the strategic supplier performance-organizational performance relationship. JEL CLASSIFICATION: M11
{"title":"Strategic supplier performance in a competitive landscape: Enhancing organizational performance through lean supply chain management","authors":"Noelia Garcia-Buendia, José Moyano-Fuentes, Juan Manuel Maqueira-Marín, Pietro Romano, Margherita Molinaro","doi":"10.1177/23409444231210566","DOIUrl":"https://doi.org/10.1177/23409444231210566","url":null,"abstract":"In a context characterized by increasing competitive pressure, supply chain collaboration has gained greater relevance and lean principles have been integrated into supply chain management to address the challenge of achieving better organizational performance. The purpose of this study is to understand the roles of strategic supplier performance and competitive intensity in Lean Supply Chain Management (LSCM) implementation and its performance. We use a variance-based Structural Equation Model analysis with empirical data from a sample of 273 Spanish companies to analyze the relationships among strategic suppliers, competitive intensity, LSCM implementation, and performance. Our findings indicate that strategic supplier performance is positively associated with LSCM implementation and that this relationship is heightened in highly competitive industries. Our results also reveal the indirect association of LSCM implementation in the strategic supplier performance-organizational performance relationship. JEL CLASSIFICATION: M11","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"51 44","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134901882","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 : 2023-11-01DOI: 10.1177/23409444231208725
Luis M Arciniega, David J Woehr, Luis González
A recent cross-cultural study suggests employees may be classified, based on their scores on a measure of work ethic, into three profiles labeled as “live to work,” “work to live,” and “work as a necessary evil.” The present study assesses whether these profiles were stable before and after an extended lockdown that forced employees to work from home for 2 years because of the COVID-19 pandemic. To assess our core research question, we conducted a longitudinal study with employees of a company in the financial sector, collecting data in two waves: February 2020 ( n = 692) and June 2022 ( n = 598). Tests of profile similarity indicated a robust structural and configural equivalence of the profiles before and after the lockdown. As expected, the prolonged pandemic-based lockdown had a significant effect on the proportion of individuals in each profile. Implications for leading and managing in a post-pandemic workforce are presented and discussed. JEL CLASSIFICATION: M12
{"title":"Leading a post-pandemic workforce: Understanding employees’ changing work ethic","authors":"Luis M Arciniega, David J Woehr, Luis González","doi":"10.1177/23409444231208725","DOIUrl":"https://doi.org/10.1177/23409444231208725","url":null,"abstract":"A recent cross-cultural study suggests employees may be classified, based on their scores on a measure of work ethic, into three profiles labeled as “live to work,” “work to live,” and “work as a necessary evil.” The present study assesses whether these profiles were stable before and after an extended lockdown that forced employees to work from home for 2 years because of the COVID-19 pandemic. To assess our core research question, we conducted a longitudinal study with employees of a company in the financial sector, collecting data in two waves: February 2020 ( n = 692) and June 2022 ( n = 598). Tests of profile similarity indicated a robust structural and configural equivalence of the profiles before and after the lockdown. As expected, the prolonged pandemic-based lockdown had a significant effect on the proportion of individuals in each profile. Implications for leading and managing in a post-pandemic workforce are presented and discussed. JEL CLASSIFICATION: M12","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"208 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135371164","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 : 2023-10-26DOI: 10.1177/23409444231202810
Luis Otero González, Pablo Durán Santomil, João Paulo da Torre Vieito, Juan Carlos Reboredo
In this article, we evaluate the relationship between quality investing combined with Economic Moat, ESG (Environmental, Social and Governance) and analyst opinions over the period 2014–2020 based on a data set comprising 803 US stocks. Performance is evaluated using several metrics (returns and alphas). Our results show that quality stocks measured by return on invested capital (ROIC) exhibit superior performance. The incorporation of competitive advantages allows a better discrimination among the classic high-quality strategies. Investment in stocks with quality and high ESG entails the payment of a premium but buying quality companies with Economic Moat makes up for this negative aspect. The results show how quality companies that have competitive advantages obtain a better future performance and are recognized by the market with a higher valuation. However, the markets may take time to recognize this value since the incorporation of the average Price-to-Price target (Analyst consensus) increases the future performance. JEL classification: G11; G14; G23
{"title":"How to improve quality investing","authors":"Luis Otero González, Pablo Durán Santomil, João Paulo da Torre Vieito, Juan Carlos Reboredo","doi":"10.1177/23409444231202810","DOIUrl":"https://doi.org/10.1177/23409444231202810","url":null,"abstract":"In this article, we evaluate the relationship between quality investing combined with Economic Moat, ESG (Environmental, Social and Governance) and analyst opinions over the period 2014–2020 based on a data set comprising 803 US stocks. Performance is evaluated using several metrics (returns and alphas). Our results show that quality stocks measured by return on invested capital (ROIC) exhibit superior performance. The incorporation of competitive advantages allows a better discrimination among the classic high-quality strategies. Investment in stocks with quality and high ESG entails the payment of a premium but buying quality companies with Economic Moat makes up for this negative aspect. The results show how quality companies that have competitive advantages obtain a better future performance and are recognized by the market with a higher valuation. However, the markets may take time to recognize this value since the incorporation of the average Price-to-Price target (Analyst consensus) increases the future performance. JEL classification: G11; G14; G23","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134907387","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 : 2023-10-24DOI: 10.1177/23409444231202809
Ana Junça-Silva, António Caetano
This study builds upon existing research on daily adaptive performance by focusing on two main aspects: (1) the fluctuations within individuals concerning uncertainty in relation to daily negative affect and daily adaptive performance and (2) the variations between individuals in the perceived effectiveness of their leaders as a relevant boundary condition of these relationships. Data were gathered during a post-COVID phase from a sample of 176 Portuguese working adults, for 10 days, resulting in a total of 1,760 measurement occasions. The results of the multilevel analysis revealed a positive correlation between fluctuations in daily uncertainty and daily negative affect. Notably, this relationship was influenced by the perceived effectiveness of leaders. Specifically, the presence of an effective leader mitigated the heightened negative affect caused by increased uncertainty. In addition, the findings demonstrated a positive link between daily negative affect and daily adaptive performance. Moreover, a statistically significant indirect effect was observed, indicating that uncertainty led to fluctuations in adaptive performance through its impact on daily negative affect. Essentially, higher levels of uncertainty contributed to increased negative affect among employees, subsequently influencing their daily adaptive performance. It is important to note that this pathway was further influenced by the perceived effectiveness of leaders. In cases where employees perceived their leaders as less effective, the connection between negative affect and adaptive performance was more pronounced. This study underscores the significance of perceived effective leadership, particularly in unique contexts such as the post-COVID era: an effective leader is always good for affective regulation, but a less effective leader is not always bad regarding adaptive performance. This complexity prompts discussions on implications for both theoretical understanding and practical application. JEL CLASSIFICATION M0
{"title":"Uncertainty’s impact on adaptive performance in the post-COVID era: The moderating role of perceived leader’s effectiveness","authors":"Ana Junça-Silva, António Caetano","doi":"10.1177/23409444231202809","DOIUrl":"https://doi.org/10.1177/23409444231202809","url":null,"abstract":"This study builds upon existing research on daily adaptive performance by focusing on two main aspects: (1) the fluctuations within individuals concerning uncertainty in relation to daily negative affect and daily adaptive performance and (2) the variations between individuals in the perceived effectiveness of their leaders as a relevant boundary condition of these relationships. Data were gathered during a post-COVID phase from a sample of 176 Portuguese working adults, for 10 days, resulting in a total of 1,760 measurement occasions. The results of the multilevel analysis revealed a positive correlation between fluctuations in daily uncertainty and daily negative affect. Notably, this relationship was influenced by the perceived effectiveness of leaders. Specifically, the presence of an effective leader mitigated the heightened negative affect caused by increased uncertainty. In addition, the findings demonstrated a positive link between daily negative affect and daily adaptive performance. Moreover, a statistically significant indirect effect was observed, indicating that uncertainty led to fluctuations in adaptive performance through its impact on daily negative affect. Essentially, higher levels of uncertainty contributed to increased negative affect among employees, subsequently influencing their daily adaptive performance. It is important to note that this pathway was further influenced by the perceived effectiveness of leaders. In cases where employees perceived their leaders as less effective, the connection between negative affect and adaptive performance was more pronounced. This study underscores the significance of perceived effective leadership, particularly in unique contexts such as the post-COVID era: an effective leader is always good for affective regulation, but a less effective leader is not always bad regarding adaptive performance. This complexity prompts discussions on implications for both theoretical understanding and practical application. JEL CLASSIFICATION M0","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"36 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135267332","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 : 2023-10-17DOI: 10.1177/23409444231202808
Ole Friis, John Bang Mathiasen
Strategists intentionally use artifacts to promote their perception of a prudent strategic choice. Separating artifacts and strategists’ intentionality blurs our understanding of how strategy-making unfolds. Our study addresses the dynamics of strategists’ intentionality and their use of artifacts in strategy-making. The study provides empirical evidence that artifacts act as stand-ins for the strategists’ intentionality, used to guide or misused to curb the strategy-making. The implications of our study contribute to the understanding that (1) we can neither assume that the individuals’ intentionality is predictable nor that the involved strategists achieve a common understanding, (2) strategist–artifact relationships are pivotal to align or misalign different strategists’ interests, (3) the mediating role of artifacts is mutable entailing strategists materializing artifacts and adding text and symbols to intentionally manage the strategy-making, and (4) strategists deliberately use many artifacts to reach the intended strategy, not necessarily implementing the optimal strategy choice. JEL CLASSIFICATION: L190
{"title":"Strategy-making: The use and misuse of artifacts to achieve common understanding","authors":"Ole Friis, John Bang Mathiasen","doi":"10.1177/23409444231202808","DOIUrl":"https://doi.org/10.1177/23409444231202808","url":null,"abstract":"Strategists intentionally use artifacts to promote their perception of a prudent strategic choice. Separating artifacts and strategists’ intentionality blurs our understanding of how strategy-making unfolds. Our study addresses the dynamics of strategists’ intentionality and their use of artifacts in strategy-making. The study provides empirical evidence that artifacts act as stand-ins for the strategists’ intentionality, used to guide or misused to curb the strategy-making. The implications of our study contribute to the understanding that (1) we can neither assume that the individuals’ intentionality is predictable nor that the involved strategists achieve a common understanding, (2) strategist–artifact relationships are pivotal to align or misalign different strategists’ interests, (3) the mediating role of artifacts is mutable entailing strategists materializing artifacts and adding text and symbols to intentionally manage the strategy-making, and (4) strategists deliberately use many artifacts to reach the intended strategy, not necessarily implementing the optimal strategy choice. JEL CLASSIFICATION: L190","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136033055","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 : 2023-10-14DOI: 10.1177/23409444231203744
Danyu Huang, Hao Zhou
The COVID-19 crisis has created instability in nurses’ workplace well-being (WWB) and work–family relationships. Exploring effective leadership tailored to the needs in a special context is significant to address these issues. Therefore, we examined how the interaction of self-sacrificial leadership (SSL) and self-leadership (SL)—explaining in the integration of conservation of resources and self-determination theories—related to thriving at work (TAW), WWB, and work–family conflict (WFC). A multi-wave questionnaire was distributed to 405 nurses working at a large hospital in China. The results indicate that (1) SSL brought more WWB and less WFC, (2) TAW mediated the correlations between them, and (3) SL stimulated more TAW than did SSL and weakened the influence of SSL on TAW. Alongside improving the understanding of the role of SSL and SL during the COVID-19 pandemic, we facilitate management interventions to practitioners. JEL CLASSIFICATION: L200
{"title":"Self-sacrificial leadership, thriving at work, workplace well-being, and work–family conflict during the COVID-19 crisis: The moderating role of self-leadership","authors":"Danyu Huang, Hao Zhou","doi":"10.1177/23409444231203744","DOIUrl":"https://doi.org/10.1177/23409444231203744","url":null,"abstract":"The COVID-19 crisis has created instability in nurses’ workplace well-being (WWB) and work–family relationships. Exploring effective leadership tailored to the needs in a special context is significant to address these issues. Therefore, we examined how the interaction of self-sacrificial leadership (SSL) and self-leadership (SL)—explaining in the integration of conservation of resources and self-determination theories—related to thriving at work (TAW), WWB, and work–family conflict (WFC). A multi-wave questionnaire was distributed to 405 nurses working at a large hospital in China. The results indicate that (1) SSL brought more WWB and less WFC, (2) TAW mediated the correlations between them, and (3) SL stimulated more TAW than did SSL and weakened the influence of SSL on TAW. Alongside improving the understanding of the role of SSL and SL during the COVID-19 pandemic, we facilitate management interventions to practitioners. JEL CLASSIFICATION: L200","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135803880","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}
This study examines how the integration of corporate social responsibility (CSR) criteria in executive compensation can improve green innovation performance in European countries. Using agency theory and stakeholder theory, and a database of 5,603 firm-year observations from European companies in the period 2012–2021, we find that CSR aligns the interests of senior executives with the company’s green innovation goals through green compensation contracts. We also explore the indirect effect in this relationship and reveal that the implementation of green practices mediates the impact of CSR contracting on green innovation performance. These findings indicate that CSR contracting as an effective governance mechanism could be strengthened by green practices, such as reducing resource use, water efficiency, energy reuse, emission reduction and pollution prevention. This study offers valuable insights for senior executives and policymakers who wish to manage CSR initiatives and green practices to improve their green innovation performance. JEL CLASSIFICATION: Q56 M12
{"title":"Pay to be green? The effect of corporate social responsibility contracting on green innovation performance","authors":"Yuting Hou, Alejandro Bello-Pintado, Teresa García-Marco","doi":"10.1177/23409444231189825","DOIUrl":"https://doi.org/10.1177/23409444231189825","url":null,"abstract":"This study examines how the integration of corporate social responsibility (CSR) criteria in executive compensation can improve green innovation performance in European countries. Using agency theory and stakeholder theory, and a database of 5,603 firm-year observations from European companies in the period 2012–2021, we find that CSR aligns the interests of senior executives with the company’s green innovation goals through green compensation contracts. We also explore the indirect effect in this relationship and reveal that the implementation of green practices mediates the impact of CSR contracting on green innovation performance. These findings indicate that CSR contracting as an effective governance mechanism could be strengthened by green practices, such as reducing resource use, water efficiency, energy reuse, emission reduction and pollution prevention. This study offers valuable insights for senior executives and policymakers who wish to manage CSR initiatives and green practices to improve their green innovation performance. JEL CLASSIFICATION: Q56 M12","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"71 3 1","pages":""},"PeriodicalIF":2.9,"publicationDate":"2023-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90718989","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 : 2023-07-26DOI: 10.1177/23409444231185790
Mar Bornay-Barrachina, Álvaro López-Cabrales, Andrés Salas‐Vallina
Despite existing evidence indicating that organizational learning positively influences dynamic capabilities, the complex and dynamic interplay of leadership in this process still remains incomplete. Organizational learning models note that leadership is embedded in the development of dynamic capabilities, and this research empirically investigates the interplay of organizational learning (exploitative and exploratory learning) and strategic leadership (transformational and transactional leadership) in developing dynamic capabilities (sensing, seizing, and reconfiguring). A survey questionnaire on a sample of 106 firms is carried out, and results of hierarchical linear regressions indeed reveal that organizational learning shows a direct or indirect influence on dynamic capabilities through transactional or transformational leadership, depending on the type of department. This study is an innovative attempt to distinguish different antecedents for each type of dynamic capability on the basis of the type of learning and strategic leadership involved. JEL classification: M12
{"title":"Sensing, seizing, and reconfiguring dynamic capabilities in innovative firms: Why does strategic leadership make a difference?","authors":"Mar Bornay-Barrachina, Álvaro López-Cabrales, Andrés Salas‐Vallina","doi":"10.1177/23409444231185790","DOIUrl":"https://doi.org/10.1177/23409444231185790","url":null,"abstract":"Despite existing evidence indicating that organizational learning positively influences dynamic capabilities, the complex and dynamic interplay of leadership in this process still remains incomplete. Organizational learning models note that leadership is embedded in the development of dynamic capabilities, and this research empirically investigates the interplay of organizational learning (exploitative and exploratory learning) and strategic leadership (transformational and transactional leadership) in developing dynamic capabilities (sensing, seizing, and reconfiguring). A survey questionnaire on a sample of 106 firms is carried out, and results of hierarchical linear regressions indeed reveal that organizational learning shows a direct or indirect influence on dynamic capabilities through transactional or transformational leadership, depending on the type of department. This study is an innovative attempt to distinguish different antecedents for each type of dynamic capability on the basis of the type of learning and strategic leadership involved. JEL classification: M12","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"15 1","pages":""},"PeriodicalIF":2.9,"publicationDate":"2023-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73615486","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 : 2023-07-11DOI: 10.1177/23409444231184482
M. Jun, Rory Eckardt
Training is often thought to benefit organizations; however, these benefits only materialize if trained employees remain at the organization. Empirical findings are mixed regarding the direction and significance of the training-turnover association, which implies there are important moderators for this association. Drawing on the social exchange theory, we posit the training-turnover association varies as a function of two characteristics of an organization’s employees: job qualification and educational background. We assess hypotheses for their moderating impact on the training-turnover link using the Human Capital Corporate Panel data sets from 2009 to 2017. The panel data analyses support the hypotheses regarding the interaction effects of training and job qualification on employee turnover and demonstrate three-way effects among training, job qualification, and educational background. We discuss the theoretical implications of these findings for the varied perceptions of the value of training and the value of staying at the organization from a social exchange perspective. JEL CLASSIFICATION: (1) M53 Training and (2) J63 Turnover; Vacancies; Layoffs
{"title":"Training and employee turnover: A social exchange perspective","authors":"M. Jun, Rory Eckardt","doi":"10.1177/23409444231184482","DOIUrl":"https://doi.org/10.1177/23409444231184482","url":null,"abstract":"Training is often thought to benefit organizations; however, these benefits only materialize if trained employees remain at the organization. Empirical findings are mixed regarding the direction and significance of the training-turnover association, which implies there are important moderators for this association. Drawing on the social exchange theory, we posit the training-turnover association varies as a function of two characteristics of an organization’s employees: job qualification and educational background. We assess hypotheses for their moderating impact on the training-turnover link using the Human Capital Corporate Panel data sets from 2009 to 2017. The panel data analyses support the hypotheses regarding the interaction effects of training and job qualification on employee turnover and demonstrate three-way effects among training, job qualification, and educational background. We discuss the theoretical implications of these findings for the varied perceptions of the value of training and the value of staying at the organization from a social exchange perspective. JEL CLASSIFICATION: (1) M53 Training and (2) J63 Turnover; Vacancies; Layoffs","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"2 1","pages":""},"PeriodicalIF":2.9,"publicationDate":"2023-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90419134","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 : 2023-07-08DOI: 10.1177/23409444231184483
Vicente Safón, M. Iborra
Some studies have provided empirical evidence that firms’ high growth rates just before economic crises are negatively associated with resilience. Other authors have observed that firms that grow fast in the early phases of an external crisis are generally more resilient. This countercyclical behavior is less common in small- and medium-sized enterprises (SMEs), and literature has not delved into the underlying factors that facilitate SMEs’ countercyclical strategies. Firm exploration is defined as a firm’s willingness to experiment, take risks, be flexible, and accept variation. Our thesis is that exploration acts as a countercyclical factor by slowing down a firm’s growth before the external shock takes effect, favoring growth during the crisis, and providing better resilience outcomes. We find support for our hypotheses from a sample of 2,081 manufacturing medium-sized enterprises. Jel Classification: M10 GENERAL
{"title":"Braking before the curve and accelerating inside? Exploration, countercyclical behavior, and SMEs’ resilience during economic downturns","authors":"Vicente Safón, M. Iborra","doi":"10.1177/23409444231184483","DOIUrl":"https://doi.org/10.1177/23409444231184483","url":null,"abstract":"Some studies have provided empirical evidence that firms’ high growth rates just before economic crises are negatively associated with resilience. Other authors have observed that firms that grow fast in the early phases of an external crisis are generally more resilient. This countercyclical behavior is less common in small- and medium-sized enterprises (SMEs), and literature has not delved into the underlying factors that facilitate SMEs’ countercyclical strategies. Firm exploration is defined as a firm’s willingness to experiment, take risks, be flexible, and accept variation. Our thesis is that exploration acts as a countercyclical factor by slowing down a firm’s growth before the external shock takes effect, favoring growth during the crisis, and providing better resilience outcomes. We find support for our hypotheses from a sample of 2,081 manufacturing medium-sized enterprises. Jel Classification: M10 GENERAL","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"59 1","pages":""},"PeriodicalIF":2.9,"publicationDate":"2023-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87270953","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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