Pub Date : 2021-04-29DOI: 10.1177/23409444211008906
Jaume Villanueva, H. Sapienza
Throughout history, societies have been beset by disasters that took them by surprise, often with widespread and devastating consequences. When crops, animals, or people began dying with unusual frequency, especially when the causes were not observable, people often failed to respond, responded very slowly, or responded in surprisingly misdirected ways. In this essay, we focus on the role of leadership in addressing or failing to address such crises, paying special attention to the responses to the Covid-19 crisis during 2020. Our central thesis is that leadership hubris was a central (though not the only) culprit in poor responses, and we introduce the problem of inaction as a symptom of hubris. We conclude with some reflections for practitioners and researchers, suggesting a few areas worthy of examination to better understand how societies and business organizations may construct defenses against the dangers of leadership hubris. JEL CLASSIFICATION M14; L26; D70; N00
{"title":"The mask of the red death: Leadership, hubris, and the Covid-19 crisis","authors":"Jaume Villanueva, H. Sapienza","doi":"10.1177/23409444211008906","DOIUrl":"https://doi.org/10.1177/23409444211008906","url":null,"abstract":"Throughout history, societies have been beset by disasters that took them by surprise, often with widespread and devastating consequences. When crops, animals, or people began dying with unusual frequency, especially when the causes were not observable, people often failed to respond, responded very slowly, or responded in surprisingly misdirected ways. In this essay, we focus on the role of leadership in addressing or failing to address such crises, paying special attention to the responses to the Covid-19 crisis during 2020. Our central thesis is that leadership hubris was a central (though not the only) culprit in poor responses, and we introduce the problem of inaction as a symptom of hubris. We conclude with some reflections for practitioners and researchers, suggesting a few areas worthy of examination to better understand how societies and business organizations may construct defenses against the dangers of leadership hubris. JEL CLASSIFICATION M14; L26; D70; N00","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"24 1","pages":"258 - 265"},"PeriodicalIF":2.9,"publicationDate":"2021-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23409444211008906","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47816095","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 : 2021-04-29DOI: 10.1177/23409444211012419
J. Hakanen, A. Bakker, J. Turunen
Job resources are known to be key drivers of work engagement, but surprisingly, little is known about the relative importance of specific job resources in comparison to one another. We investigated...
{"title":"The relative importance of various job resources for work engagement: A concurrent and follow-up dominance analysis","authors":"J. Hakanen, A. Bakker, J. Turunen","doi":"10.1177/23409444211012419","DOIUrl":"https://doi.org/10.1177/23409444211012419","url":null,"abstract":"Job resources are known to be key drivers of work engagement, but surprisingly, little is known about the relative importance of specific job resources in comparison to one another. We investigated...","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"84 1","pages":"234094442110124"},"PeriodicalIF":2.9,"publicationDate":"2021-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80666127","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 : 2021-04-15DOI: 10.1177/23409444211008904
A. Madhok
The Covid-19 pandemic has exposed many of the weaknesses in our current systems of government and commerce. In this essay, I provide some historical context to the recent era of “hyper-globalization.” I then present multiple factors—economic, social, political, technological, and governance-related—that collectively explain why globalization has peaked and is on the retreat. Following this, I use the analogy of a three-legged stool to explain the importance of recalibrating the economy, state, and society so as to realize a healthier alignment among them. Finally, I look at where globalization might be going next and the implications for firms, concluding with some lessons that we can take away from the COVID crisis. JEL CLASSIFICATION: M10, M16, M19
{"title":"Globalization, de-globalization, and re-globalization: Some historical context and the impact of the COVID pandemic","authors":"A. Madhok","doi":"10.1177/23409444211008904","DOIUrl":"https://doi.org/10.1177/23409444211008904","url":null,"abstract":"The Covid-19 pandemic has exposed many of the weaknesses in our current systems of government and commerce. In this essay, I provide some historical context to the recent era of “hyper-globalization.” I then present multiple factors—economic, social, political, technological, and governance-related—that collectively explain why globalization has peaked and is on the retreat. Following this, I use the analogy of a three-legged stool to explain the importance of recalibrating the economy, state, and society so as to realize a healthier alignment among them. Finally, I look at where globalization might be going next and the implications for firms, concluding with some lessons that we can take away from the COVID crisis. JEL CLASSIFICATION: M10, M16, M19","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"24 1","pages":"199 - 203"},"PeriodicalIF":2.9,"publicationDate":"2021-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23409444211008904","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43921604","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 : 2021-04-15DOI: 10.1177/23409444211008907
S. Firfiray, L. Gómez‐Mejía
Family firms are the most prevalent form of economic organization in the world, but despite their reputation for resilience and agility, many of them are facing enormous challenges due to the Covid-19 pandemic. In this essay, we examine how the pressures to respond to this health emergency are affecting the ability of family firms to preserve their socioemotional wealth (SEW). In addition, we also provide implications for family business research in a post-Covid world. JEL CLASSIFICATION: M10; M53; M54; L200; L210
{"title":"Can family firms nurture socioemotional wealth in the aftermath of Covid-19? Implications for research and practice","authors":"S. Firfiray, L. Gómez‐Mejía","doi":"10.1177/23409444211008907","DOIUrl":"https://doi.org/10.1177/23409444211008907","url":null,"abstract":"Family firms are the most prevalent form of economic organization in the world, but despite their reputation for resilience and agility, many of them are facing enormous challenges due to the Covid-19 pandemic. In this essay, we examine how the pressures to respond to this health emergency are affecting the ability of family firms to preserve their socioemotional wealth (SEW). In addition, we also provide implications for family business research in a post-Covid world. JEL CLASSIFICATION: M10; M53; M54; L200; L210","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"24 1","pages":"249 - 257"},"PeriodicalIF":2.9,"publicationDate":"2021-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23409444211008907","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48868762","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 : 2021-04-15DOI: 10.1177/23409444211008902
P. Davidsson, J. Recker, Frederik von Briel
For decades, entrepreneurship and strategy research has been dominated by agent-centric and inward-looking theoretical perspectives. The ongoing COVID-19 pandemic demonstrates the limits of this stance, as its influence on business has been both enormous and palpable. For the most part, the effects of the pandemic are no doubt negative. Business research—and presumably business practice—typically address such influence in terms of failure, resilience, and crisis management among existing businesses. Contrasting this prevalent discourse, we focus instead on positive influence of the pandemic for some emerging and new ventures. We analyze the many possible positive effects on entrepreneurship practice and highlight also positive effects on entrepreneurship research. We illustrate both positives by applying the External Enabler framework. JEL CLASSIFICATION: L26, M13, O3, R11
{"title":"COVID-19 as External Enabler of entrepreneurship practice and research","authors":"P. Davidsson, J. Recker, Frederik von Briel","doi":"10.1177/23409444211008902","DOIUrl":"https://doi.org/10.1177/23409444211008902","url":null,"abstract":"For decades, entrepreneurship and strategy research has been dominated by agent-centric and inward-looking theoretical perspectives. The ongoing COVID-19 pandemic demonstrates the limits of this stance, as its influence on business has been both enormous and palpable. For the most part, the effects of the pandemic are no doubt negative. Business research—and presumably business practice—typically address such influence in terms of failure, resilience, and crisis management among existing businesses. Contrasting this prevalent discourse, we focus instead on positive influence of the pandemic for some emerging and new ventures. We analyze the many possible positive effects on entrepreneurship practice and highlight also positive effects on entrepreneurship research. We illustrate both positives by applying the External Enabler framework. JEL CLASSIFICATION: L26, M13, O3, R11","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"24 1","pages":"214 - 223"},"PeriodicalIF":2.9,"publicationDate":"2021-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23409444211008902","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48654415","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 : 2021-04-15DOI: 10.1177/23409444211009528
Herman Aguinis, Jing Burgi-Tian
The COVID-19 pandemic has resulted in significant talent management challenges including (a) hiring freezes and layoffs; (b) salary freezes, canceled bonuses, and pay reductions; (c) how work is done (i.e., teleworking); and (d) increased employee stress and burnout. Also, COVID-19 has made it evident that many organizations do not implement state-of-the-science performance management systems and, instead, have just performance appraisal systems that typically involve a once-a-year evaluation and review, little effort to provide feedback and coaching on an ongoing basis, little alignment between employee performance and the organization’s strategic goals, a focus on past performance only, and ownership by the human resources function instead of those rating and being rated. Thus, the lack of value contributed by the usual performance evaluation and review process is the reason why so many organizations are postponing or even completely discontinuing performance evaluations. We argue that when implemented using evidence-based recommendations, performance management (rather than appraisal) serves important administrative, strategic and communication, developmental, organizational maintenance, and documentation purposes and therefore can be particularly useful in addressing contemporary talent management challenges. We offer five recommendations on how to adapt and improve performance management that will help organizations navigate crises like COVID-19 and, just as importantly, allow them to thrive after the crisis is over: (1) measure results in addition to behaviors, (2) measure adaptive performance, (3) conduct stay interviews to retain top performers, (4) implement a multisource performance management system, and (5) collect and use performance promoter scores. JEL CLASSIFICATION: J5 Labor–Management Relations, Trade Unions, and Collective Bargaining; M1 Business Administration; M5 Personnel Economics
{"title":"Talent management challenges during COVID-19 and beyond: Performance management to the rescue","authors":"Herman Aguinis, Jing Burgi-Tian","doi":"10.1177/23409444211009528","DOIUrl":"https://doi.org/10.1177/23409444211009528","url":null,"abstract":"The COVID-19 pandemic has resulted in significant talent management challenges including (a) hiring freezes and layoffs; (b) salary freezes, canceled bonuses, and pay reductions; (c) how work is done (i.e., teleworking); and (d) increased employee stress and burnout. Also, COVID-19 has made it evident that many organizations do not implement state-of-the-science performance management systems and, instead, have just performance appraisal systems that typically involve a once-a-year evaluation and review, little effort to provide feedback and coaching on an ongoing basis, little alignment between employee performance and the organization’s strategic goals, a focus on past performance only, and ownership by the human resources function instead of those rating and being rated. Thus, the lack of value contributed by the usual performance evaluation and review process is the reason why so many organizations are postponing or even completely discontinuing performance evaluations. We argue that when implemented using evidence-based recommendations, performance management (rather than appraisal) serves important administrative, strategic and communication, developmental, organizational maintenance, and documentation purposes and therefore can be particularly useful in addressing contemporary talent management challenges. We offer five recommendations on how to adapt and improve performance management that will help organizations navigate crises like COVID-19 and, just as importantly, allow them to thrive after the crisis is over: (1) measure results in addition to behaviors, (2) measure adaptive performance, (3) conduct stay interviews to retain top performers, (4) implement a multisource performance management system, and (5) collect and use performance promoter scores. JEL CLASSIFICATION: J5 Labor–Management Relations, Trade Unions, and Collective Bargaining; M1 Business Administration; M5 Personnel Economics","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"24 1","pages":"233 - 240"},"PeriodicalIF":2.9,"publicationDate":"2021-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/23409444211009528","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42189988","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 : 2021-04-12DOI: 10.1177/23409444211007487
Clara Pérez‐Cornejo, Esther de Quevedo‐Puente, J. Delgado‐García
Studies have shown that corporate social performance (CSP) is an antecedent of corporate reputation, acting as a signal that affects stakeholders’ perceptions and expectations about a firm’s future behavior. However, the perceptions, expectations, and interests of stakeholders may be affected by external factors, such as national culture, which shapes their beliefs about what role companies play in society. Drawing on institutional theory and Hofstede’s cultural dimensions, we analyze how stakeholders’ national culture moderates the relationship between CSP and corporate reputation. The results of the analysis of an international sample for the period 2010 to 2016 show that low individualism (i.e., collectivism), low masculinity (i.e., femininity), low power distance, and low uncertainty avoidance intensify the positive relationship between CSP and corporate reputation. JEL CLASSIFICATION: M14, L14
{"title":"The role of national culture as a lens for stakeholder evaluation of corporate social performance and its effect on corporate reputation","authors":"Clara Pérez‐Cornejo, Esther de Quevedo‐Puente, J. Delgado‐García","doi":"10.1177/23409444211007487","DOIUrl":"https://doi.org/10.1177/23409444211007487","url":null,"abstract":"Studies have shown that corporate social performance (CSP) is an antecedent of corporate reputation, acting as a signal that affects stakeholders’ perceptions and expectations about a firm’s future behavior. However, the perceptions, expectations, and interests of stakeholders may be affected by external factors, such as national culture, which shapes their beliefs about what role companies play in society. Drawing on institutional theory and Hofstede’s cultural dimensions, we analyze how stakeholders’ national culture moderates the relationship between CSP and corporate reputation. The results of the analysis of an international sample for the period 2010 to 2016 show that low individualism (i.e., collectivism), low masculinity (i.e., femininity), low power distance, and low uncertainty avoidance intensify the positive relationship between CSP and corporate reputation. JEL CLASSIFICATION: M14, L14","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"1 1","pages":"282 - 296"},"PeriodicalIF":2.9,"publicationDate":"2021-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82873070","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 : 2021-04-04DOI: 10.1177/2340944421998056
Taewoo Roh, J. Hwang, B. Park
Most previous studies examining M&As (mergers and acquisitions) have focused on the post-merger integration process. While there have been studies that have partially investigated the importance of deal completion, we argue that firms could learn to increase their deal completions by leveraging their experience from prior successful acquisitions and that their cumulative success could reduce the deal completion time; that is, the time from the announcement of the deal to its resolution. To address this unexplored issue about M&As, we investigated whether prior intra- and/or inter-industry acquisition experiences helped accelerate subsequent focal acquisitions in the semiconductor industry, which is characterized by rapid technological innovation. We tested our hypotheses on data consisting of 323 acquisition deals in the US semiconductor industry between 2000 and 2013. The results showed that both prior intra- and inter-industry acquisition experiences significantly reduced deal completion time. JEL CLASSIFICATION M10
{"title":"M&A successes: Breadth, depth, and deal completion time in the US semiconductor industry","authors":"Taewoo Roh, J. Hwang, B. Park","doi":"10.1177/2340944421998056","DOIUrl":"https://doi.org/10.1177/2340944421998056","url":null,"abstract":"Most previous studies examining M&As (mergers and acquisitions) have focused on the post-merger integration process. While there have been studies that have partially investigated the importance of deal completion, we argue that firms could learn to increase their deal completions by leveraging their experience from prior successful acquisitions and that their cumulative success could reduce the deal completion time; that is, the time from the announcement of the deal to its resolution. To address this unexplored issue about M&As, we investigated whether prior intra- and/or inter-industry acquisition experiences helped accelerate subsequent focal acquisitions in the semiconductor industry, which is characterized by rapid technological innovation. We tested our hypotheses on data consisting of 323 acquisition deals in the US semiconductor industry between 2000 and 2013. The results showed that both prior intra- and inter-industry acquisition experiences significantly reduced deal completion time. JEL CLASSIFICATION M10","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"46 1","pages":"297 - 312"},"PeriodicalIF":2.9,"publicationDate":"2021-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84062070","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 : 2021-03-31DOI: 10.1177/23409444211002218
Lukas Timbate
There is a debate in academia and the business world on whether tax payments should be considered part of firms’ social responsibility. Existing literature provides conflicting evidence on the relationship between corporate tax payments and corporate social responsibility (CSR). Borrowing a concept from a behavioral theory of the firm (BTOF), this study attempts to present a more refined model on the relationship between the two. The results in this study reveal that as firms’ performance rises further above their aspiration level, they are less likely to show better CSR performances and are also less likely to avoid taxes. Firms performing just above their aspiration level show higher CSR performances and firms performing nearby (both below and above) their aspiration level avoid more taxes. In conclusion, firms’ CSR and tax payment decisions are related to the desire to meet or beat an aspiration level or sustain competitive advantage than being ethical or unethical. JEL CLASSIFICATION M14; H26
{"title":"CSR and corporate taxes: Substitutes or complements?","authors":"Lukas Timbate","doi":"10.1177/23409444211002218","DOIUrl":"https://doi.org/10.1177/23409444211002218","url":null,"abstract":"There is a debate in academia and the business world on whether tax payments should be considered part of firms’ social responsibility. Existing literature provides conflicting evidence on the relationship between corporate tax payments and corporate social responsibility (CSR). Borrowing a concept from a behavioral theory of the firm (BTOF), this study attempts to present a more refined model on the relationship between the two. The results in this study reveal that as firms’ performance rises further above their aspiration level, they are less likely to show better CSR performances and are also less likely to avoid taxes. Firms performing just above their aspiration level show higher CSR performances and firms performing nearby (both below and above) their aspiration level avoid more taxes. In conclusion, firms’ CSR and tax payment decisions are related to the desire to meet or beat an aspiration level or sustain competitive advantage than being ethical or unethical. JEL CLASSIFICATION M14; H26","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"1 1","pages":"327 - 346"},"PeriodicalIF":2.9,"publicationDate":"2021-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89550365","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 : 2021-03-26DOI: 10.1177/23409444211002210
Taylor Peyton, Drea Zigarmi
This study contributes to the emerging literature on the employee work passion appraisal (EWPA) model, by replicating structural equation modeling across three samples (total n = 4,613). We examine...
{"title":"Employee perceptions of their work environment, work passion, and work intentions: A replication study using three samples","authors":"Taylor Peyton, Drea Zigarmi","doi":"10.1177/23409444211002210","DOIUrl":"https://doi.org/10.1177/23409444211002210","url":null,"abstract":"This study contributes to the emerging literature on the employee work passion appraisal (EWPA) model, by replicating structural equation modeling across three samples (total n = 4,613). We examine...","PeriodicalId":46891,"journal":{"name":"Brq-Business Research Quarterly","volume":"137 1","pages":"234094442110022"},"PeriodicalIF":2.9,"publicationDate":"2021-03-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76167593","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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