Pub Date : 2021-07-01DOI: 10.1177/23409444211034870
Bárbara Larrañeta, L. Naldi
Creative Commons Non Commercial CC BY-NC: This article is distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 License (https://creativecommons.org/licenses/by-nc/4.0/) which permits non-commercial use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access page (https://uk.sagepub.com/aboutus/openaccess.htm). Introduction
{"title":"Introduction to the Reflection Forum: Clouds in the business landscape—Reflections on the implications of major worldwide turmoil for management and organizations","authors":"Bárbara Larrañeta, L. Naldi","doi":"10.1177/23409444211034870","DOIUrl":"https://doi.org/10.1177/23409444211034870","url":null,"abstract":"Creative Commons Non Commercial CC BY-NC: This article is distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 License (https://creativecommons.org/licenses/by-nc/4.0/) which permits non-commercial use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access page (https://uk.sagepub.com/aboutus/openaccess.htm). Introduction","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"24 1","pages":"194 - 198"},"PeriodicalIF":2.9,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23409444211034870","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45796232","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 : 2021-06-23DOI: 10.1177/23409444211024653
Flávio Morais, Zélia Serrasqueiro, Joaquim J. S. Ramalho
This article provides empirical evidence on the zero-leverage phenomenon for a sample of European listed firms for the period 1995–2016. It is shown that there are two types of firms with zero leverage: the financially constrained firms that face obstacles in obtaining external finance, as predicted by the financial constraints hypothesis; and the financially unconstrained firms that maintain zero leverage as a consequence of a financing decision, which supports the financial flexibility hypothesis. The zero-leverage phenomenon is also influenced by the financial system that prevails in each country, being boosted (inhibited) in market-based (bank-based) financial systems, and by the country’s macroeconomic conditions, with the recent financial and sovereign debt crises increasing the propensity for zero leverage in market-based countries. We also find that the financial flexibility hypothesis seems to be more important in market-based systems and that the financial constraints approach did not gain importance during the crisis period. Our results are robust to the use of alternative measures of debt conservatism, explanatory variables, and econometric methods and maintain their validity when we allow for endogeneity in firm size and dividend payments. JEL CLASSIFICATION G32
{"title":"The zero-leverage phenomenon in European listed firms: A financing decision or an imposition of the financial market?","authors":"Flávio Morais, Zélia Serrasqueiro, Joaquim J. S. Ramalho","doi":"10.1177/23409444211024653","DOIUrl":"https://doi.org/10.1177/23409444211024653","url":null,"abstract":"This article provides empirical evidence on the zero-leverage phenomenon for a sample of European listed firms for the period 1995–2016. It is shown that there are two types of firms with zero leverage: the financially constrained firms that face obstacles in obtaining external finance, as predicted by the financial constraints hypothesis; and the financially unconstrained firms that maintain zero leverage as a consequence of a financing decision, which supports the financial flexibility hypothesis. The zero-leverage phenomenon is also influenced by the financial system that prevails in each country, being boosted (inhibited) in market-based (bank-based) financial systems, and by the country’s macroeconomic conditions, with the recent financial and sovereign debt crises increasing the propensity for zero leverage in market-based countries. We also find that the financial flexibility hypothesis seems to be more important in market-based systems and that the financial constraints approach did not gain importance during the crisis period. Our results are robust to the use of alternative measures of debt conservatism, explanatory variables, and econometric methods and maintain their validity when we allow for endogeneity in firm size and dividend payments. JEL CLASSIFICATION G32","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"88 1","pages":""},"PeriodicalIF":2.9,"publicationDate":"2021-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76289633","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 : 2021-06-20DOI: 10.1177/23409444211020759
Joaquín García-Cruz, Ramón Valle-Cabrera
This research aimed to achieve two sequential objectives: (1) to provide conceptual support for the idea of organizational commitment toward employees (the employer’s commitment), showing differences in concepts such as perceived organizational support, high commitment work systems, human resource (HR) philosophy, and psychological contracts, and (2) to develop a scale to measure employer’s commitment. To define the construct, we extrapolated the three-component model (TCM) dimensions (affective, continuance, and normative) from the individual to the organizational levels. To develop the new scale, we first used the Delphi method to determine the items in the questionnaire. Second, to verify the validity and reliability of the new scale, data collected from two sample populations (financial and hospitality sectors) were examined. The results suggest that the three dimensions of TCM in the final construct are independent and autonomous. JEL CLASSIFICATION: M12
{"title":"The employer’s commitment: Conceptualization, development, and validation of a scale","authors":"Joaquín García-Cruz, Ramón Valle-Cabrera","doi":"10.1177/23409444211020759","DOIUrl":"https://doi.org/10.1177/23409444211020759","url":null,"abstract":"This research aimed to achieve two sequential objectives: (1) to provide conceptual support for the idea of organizational commitment toward employees (the employer’s commitment), showing differences in concepts such as perceived organizational support, high commitment work systems, human resource (HR) philosophy, and psychological contracts, and (2) to develop a scale to measure employer’s commitment. To define the construct, we extrapolated the three-component model (TCM) dimensions (affective, continuance, and normative) from the individual to the organizational levels. To develop the new scale, we first used the Delphi method to determine the items in the questionnaire. Second, to verify the validity and reliability of the new scale, data collected from two sample populations (financial and hospitality sectors) were examined. The results suggest that the three dimensions of TCM in the final construct are independent and autonomous. JEL CLASSIFICATION: M12","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"5 1","pages":""},"PeriodicalIF":2.9,"publicationDate":"2021-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89028167","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 : 2021-06-15DOI: 10.1177/23409444211022749
Tomislav Hernaus, A. Juras, I. Matić
We followed the continuity perspective of leadership skill requirements to examine the interplay between the design competencies of different management cohorts, relational coordination, and organizational learning and growth performance outcomes. Using a two-source sample of 103 organizations, we found evidence for compensatory effects. Specifically, a conditional process analysis (moderated mediation) revealed that: (a) design competencies are a highly relevant type of managerial knowledge or skill, (b) competent middle-level managers compensate for a lack of design skills and design-related knowledge at the top management level, and (c) top- and middle-level managerial design competencies simultaneously create a cross-echelon complementarity effect on organizational learning and growth performance. JEL classification
{"title":"Cross-echelon managerial design competencies: Relational coordination in organizational learning and growth performance","authors":"Tomislav Hernaus, A. Juras, I. Matić","doi":"10.1177/23409444211022749","DOIUrl":"https://doi.org/10.1177/23409444211022749","url":null,"abstract":"We followed the continuity perspective of leadership skill requirements to examine the interplay between the design competencies of different management cohorts, relational coordination, and organizational learning and growth performance outcomes. Using a two-source sample of 103 organizations, we found evidence for compensatory effects. Specifically, a conditional process analysis (moderated mediation) revealed that: (a) design competencies are a highly relevant type of managerial knowledge or skill, (b) competent middle-level managers compensate for a lack of design skills and design-related knowledge at the top management level, and (c) top- and middle-level managerial design competencies simultaneously create a cross-echelon complementarity effect on organizational learning and growth performance. JEL classification","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"40 1","pages":"234094442110227"},"PeriodicalIF":2.9,"publicationDate":"2021-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74815955","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 : 2021-06-14DOI: 10.1177/23409444211022755
J. Huang, L. Sun, A. Habib
We investigate the association between business strategy and firm-level tournament incentives in China and find that business strategy is associated with tournament incentives positively. We further find that this positive relationship manifests itself in local, but not central, state-owned enterprises (SOEs). In addition, we also offer some evidence that foreign institutional investors play a moderating role on the positive association between business strategy and tournament incentives. Our study fills a gap in the existing tournament literature by incorporating business strategy as an important determinant of tournament incentives in China. JEL CLASSIFICATION M10; G30; J33
{"title":"Business strategies and tournament incentives: Evidence from China","authors":"J. Huang, L. Sun, A. Habib","doi":"10.1177/23409444211022755","DOIUrl":"https://doi.org/10.1177/23409444211022755","url":null,"abstract":"We investigate the association between business strategy and firm-level tournament incentives in China and find that business strategy is associated with tournament incentives positively. We further find that this positive relationship manifests itself in local, but not central, state-owned enterprises (SOEs). In addition, we also offer some evidence that foreign institutional investors play a moderating role on the positive association between business strategy and tournament incentives. Our study fills a gap in the existing tournament literature by incorporating business strategy as an important determinant of tournament incentives in China. JEL CLASSIFICATION M10; G30; J33","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"13 1","pages":"234094442110227"},"PeriodicalIF":2.9,"publicationDate":"2021-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86779383","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 : 2021-05-31DOI: 10.1177/23409444211020761
José Pla-Barber, Cristina Villar, R. Narula
The disruption of the trade and investment activities of multinational enterprises as a consequence of the Covid-19 pandemic has reinvigorated the debate on the configuration of global value chains (GVCs) as well as the risks and challenges associated with offshoring. This article depicts how the pandemic might affect GVC configuration by driving a trend toward a more regional footprint in industries in which resilience and reliability are critical. Such a shift would create new opportunities for reshoring, and affect both the types of upgrading trajectories and the governance systems in value chains. The article also draws from the intersection of the global-strategy and value-chain fields to propose potential topics and avenues for further research related to these trends. JEL Classification: M16, M21, M14
{"title":"Governance of global value chains after the Covid-19 pandemic: A new wave of regionalization?","authors":"José Pla-Barber, Cristina Villar, R. Narula","doi":"10.1177/23409444211020761","DOIUrl":"https://doi.org/10.1177/23409444211020761","url":null,"abstract":"The disruption of the trade and investment activities of multinational enterprises as a consequence of the Covid-19 pandemic has reinvigorated the debate on the configuration of global value chains (GVCs) as well as the risks and challenges associated with offshoring. This article depicts how the pandemic might affect GVC configuration by driving a trend toward a more regional footprint in industries in which resilience and reliability are critical. Such a shift would create new opportunities for reshoring, and affect both the types of upgrading trajectories and the governance systems in value chains. The article also draws from the intersection of the global-strategy and value-chain fields to propose potential topics and avenues for further research related to these trends. JEL Classification: M16, M21, M14","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"24 1","pages":"204 - 213"},"PeriodicalIF":2.9,"publicationDate":"2021-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23409444211020761","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48690738","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 : 2021-05-31DOI: 10.1177/23409444211017913
Álvaro López-Cabrales, A. Denisi
The COVID-19 pandemic has changed the way we operate at work. Dealing with these changes may require new ways of thinking about our models of employment relationships, to create more sustainable organizations during troubled times. Sustainability can be understood as an attempt to strike a balance between the economic, social and environmental goals of companies—a balance that could drive a global recovery from the pandemic crisis. This essay focuses on the employer’s perspective and considers how firms can use different employment models to improve sustainability during the crisis. We propose two alternative employment models which we label “Oversustainability” and “Mutual Sustainability” that depend on the choice of the firm’s competitive strategy (proactive/innovative vs analyzer/following). We considered the contributions expected from employees and the inducements they were offered under each model. We believe these employment models can be advantageous for companies seeking to adopt proactive and analyzer-type sustainability strategies. JEL CLASSIFICATION M1
{"title":"The road to more sustainable firms in the face of a pandemic: Changes needed in employment relationships","authors":"Álvaro López-Cabrales, A. Denisi","doi":"10.1177/23409444211017913","DOIUrl":"https://doi.org/10.1177/23409444211017913","url":null,"abstract":"The COVID-19 pandemic has changed the way we operate at work. Dealing with these changes may require new ways of thinking about our models of employment relationships, to create more sustainable organizations during troubled times. Sustainability can be understood as an attempt to strike a balance between the economic, social and environmental goals of companies—a balance that could drive a global recovery from the pandemic crisis. This essay focuses on the employer’s perspective and considers how firms can use different employment models to improve sustainability during the crisis. We propose two alternative employment models which we label “Oversustainability” and “Mutual Sustainability” that depend on the choice of the firm’s competitive strategy (proactive/innovative vs analyzer/following). We considered the contributions expected from employees and the inducements they were offered under each model. We believe these employment models can be advantageous for companies seeking to adopt proactive and analyzer-type sustainability strategies. JEL CLASSIFICATION M1","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"24 1","pages":"241 - 248"},"PeriodicalIF":2.9,"publicationDate":"2021-05-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23409444211017913","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42619497","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 : 2021-05-21DOI: 10.1177/23409444211005779
Dario Miocevic
In this study, we investigate the response intentions of small- and medium-sized enterprises (SMEs) during the recent economic crisis initiated by the COVID-19 pandemic. We draw on the cognitive appraisal theory and investigate how an SME’s level of proactivity triggers top managers’ emotional reactions, which in the end shapes an SME’s response strategies (investment vs divestment). To test our assumptions, we use survey data from 155 top managers of Croatian SMEs operating in business-to-business industries. We find that an SME’s proactivity positively (negatively) influences the emergence of positive (negative) emotions. Also, we find that top managers charged with positive (negative) emotions are more prone to engage in investment (divestment) as a response to economic crisis. Furthermore, through the broaden-and-build perspective we reveal the mediating effect of emotions on the relationship between proactivity and response intentions as well as the mediating effect of performance expectations on the link between emotions and response intentions. JEL CLASSIFICATION M10; M19
{"title":"Investigating strategic responses of SMEs during COVID-19 pandemic: A cognitive appraisal perspective","authors":"Dario Miocevic","doi":"10.1177/23409444211005779","DOIUrl":"https://doi.org/10.1177/23409444211005779","url":null,"abstract":"In this study, we investigate the response intentions of small- and medium-sized enterprises (SMEs) during the recent economic crisis initiated by the COVID-19 pandemic. We draw on the cognitive appraisal theory and investigate how an SME’s level of proactivity triggers top managers’ emotional reactions, which in the end shapes an SME’s response strategies (investment vs divestment). To test our assumptions, we use survey data from 155 top managers of Croatian SMEs operating in business-to-business industries. We find that an SME’s proactivity positively (negatively) influences the emergence of positive (negative) emotions. Also, we find that top managers charged with positive (negative) emotions are more prone to engage in investment (divestment) as a response to economic crisis. Furthermore, through the broaden-and-build perspective we reveal the mediating effect of emotions on the relationship between proactivity and response intentions as well as the mediating effect of performance expectations on the link between emotions and response intentions. JEL CLASSIFICATION M10; M19","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"1 1","pages":""},"PeriodicalIF":2.9,"publicationDate":"2021-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23409444211005779","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43337494","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 : 2021-05-10DOI: 10.1177/23409444211013357
S. Gopalakrishnan, Sarah Kovoor-Misra
In this article, we explore the Covid-19 crisis through the lens of innovation. We focus on the threat and opportunity drivers of innovation, and some of their product/service and process outcomes. We contribute to crisis innovation theory and practice by suggesting that there are two categories of innovation during multi-level crises, such as a pandemic: (1) reactive, threat-driven innovations that are created to contain and respond to organizational problems and disruptions that arise from the crisis; and (2) proactive, opportunity-driven innovations that are created to capitalize on environmental needs and opportunities. We highlight the role of human, physical interdependence in organizations’ core technologies that create threats for some organizations and opportunities for others during the pandemic. JEL CLASSIFICATION: O32; O34; H12
{"title":"Understanding the impact of the Covid-19 pandemic through the lens of innovation","authors":"S. Gopalakrishnan, Sarah Kovoor-Misra","doi":"10.1177/23409444211013357","DOIUrl":"https://doi.org/10.1177/23409444211013357","url":null,"abstract":"In this article, we explore the Covid-19 crisis through the lens of innovation. We focus on the threat and opportunity drivers of innovation, and some of their product/service and process outcomes. We contribute to crisis innovation theory and practice by suggesting that there are two categories of innovation during multi-level crises, such as a pandemic: (1) reactive, threat-driven innovations that are created to contain and respond to organizational problems and disruptions that arise from the crisis; and (2) proactive, opportunity-driven innovations that are created to capitalize on environmental needs and opportunities. We highlight the role of human, physical interdependence in organizations’ core technologies that create threats for some organizations and opportunities for others during the pandemic. JEL CLASSIFICATION: O32; O34; H12","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"24 1","pages":"224 - 232"},"PeriodicalIF":2.9,"publicationDate":"2021-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23409444211013357","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47851862","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 : 2021-05-04DOI: 10.1177/23409444211012414
Jean‐Etienne Joullié, Anthony M. Gould
Theory production has been a central focus of management research for decades, mostly because theory legitimizes both management research and, through its application, management practice as professional endeavors. However, such an emphasis on theory glosses over one of its constraining and particularized roles in scientific explanation, namely that theory codifies predictive knowledge. Committing to a ‘traditional’ or ‘critical’ understanding of theory thus amounts to embracing the view that prediction is achievable within a circumscribed field of study. Such an embrace is non-controversial in natural science. However, within the realm of management studies, it necessitates and smuggles in a strawman view of human existence, one which does not accommodate freedom and responsibility. This limitation of management theory explains its inadequate utility. This article argues that alternative avenues for management research exist. JEL CLASSIFICATION: M10
{"title":"Theory, explanation, and understanding in management research","authors":"Jean‐Etienne Joullié, Anthony M. Gould","doi":"10.1177/23409444211012414","DOIUrl":"https://doi.org/10.1177/23409444211012414","url":null,"abstract":"Theory production has been a central focus of management research for decades, mostly because theory legitimizes both management research and, through its application, management practice as professional endeavors. However, such an emphasis on theory glosses over one of its constraining and particularized roles in scientific explanation, namely that theory codifies predictive knowledge. Committing to a ‘traditional’ or ‘critical’ understanding of theory thus amounts to embracing the view that prediction is achievable within a circumscribed field of study. Such an embrace is non-controversial in natural science. However, within the realm of management studies, it necessitates and smuggles in a strawman view of human existence, one which does not accommodate freedom and responsibility. This limitation of management theory explains its inadequate utility. This article argues that alternative avenues for management research exist. JEL CLASSIFICATION: M10","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"18 1","pages":"347 - 360"},"PeriodicalIF":2.9,"publicationDate":"2021-05-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81805353","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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