Canadian Journal of Administrative Sciences-Revue Canadienne Des Sciences De L Administration最新文献

From the long-standing disapproval attached to the "bankruptcy" of the entrepreneur, through the contested recognition of the right not to pay his debts, the French law of insolvency has evolved to gradually take into account the fate of the man in entrepreneurial failure. Thus, the objective of the rebound of the entrepreneur is part of the reforms of the law of companies in difficulty for several years: introduction of professional recovery leading to the cancellation of debts, acceleration of the judicial liquidation procedure, limitation of the scope of the guarantees offered to creditors and reduction of the weight of sanctions. Beyond the measures, the evolution of the law of companies in difficulty reflects a real mutation in the French perception of entrepreneurial failure. A paradigm shift is taking place where the culture of failure gradually gives way to a culture of rebound, so that the entrepreneur can be entitled to a "second chance". The article focuses on the legal mechanisms of the rebound of the individual entrepreneur after a judicial liquidation under French law. The objective is to demonstrate that a paradigm shift is taking place where the culture of failure is gradually giving way to a culture of rebound. If the change has appeared for 30 years, it appears more blatantly for 3 years, whether in European or French law. However, many economic stigmas persist, such as indicators in the banking file of companies or data on judicial liquidation that remain publicly available. In order to promote the rebound of the entrepreneur, we propose in particular the establishment of a right to be forgotten.

Identifying the surviving firms following mergers and acquisitions (M&A) presents challenges in organizational research. The paper offers a solution to this issue by examining prior research on M&A and firm survival to identify three empirically-relevant criteria—strategic intent, corporate name retention, and top management team composition—and integrate them into a process-driven typology of firm survival following M&A. To demonstrate the utility of this method, we apply this typology to an industry rich with M&A activity: the United States telecommunications industry.

The goal of the present study is to provide a deeper analysis of the envy-proactivity link. Drawing upon regulatory theories and Smith's model on envy appraisal, we theorize that when envied individuals focus on the potential negative impact of envy on themselves, they adopt avoidant coping strategies, which hinder proactivity, whereas concern toward others stimulates approach-motivated coping strategies, which foster proactivity. Specifically, our model operationalizes a parallel mediating mechanism between perceptions of being envied and proactivity via the serial mediation of self-oriented concern and distancing, and other-oriented concern and courtesy. Results from a multi-source survey confirm that being envied indirectly decreases proactivity via the serial mediation of self-oriented concern and distancing, and indirectly increases proactivity via other-oriented concern and courtesy.

Based on the Conservation of Resources Theory, this research aims to examine the relationship between seasonal employee leadership (SEL) and turnover intention (TI). The data was obtained by administering a survey to 450 seasonal employees working in 15 five-star hotels in Antalya. The findings revealed that SEL reduces TI, which is an important problem for the tourism industry. The study results show that SEL was negatively related to workplace ostracism (WO) and work alienation (WA) and TI. Further, the findings show the serial mediating effect of WO and WA between SEL and TI. The study makes useful recommendations to managers to eliminate ostracism, curb the feeling of alienation and decrease TI.

There is evidence that review ratings affect sales; yet little is known about the drivers of the star ratings from the perspective of the customers who have written them. A person who writes a review touches upon many different aspects of the experience. It is intriguing to explore the underlying topics that motivate customers to provide certain star ratings. Although there have been many studies to predict rating, they are mostly data driven. A marketing perspective and a consumer theory driven approach is still in their infancy. This article aims to fill this gap in the literature, and to explore the topics of reviews and their effects in determining the star ratings of a review. Since review rating influences prospective customers, traffic to the site and ultimately sales, examining the topics that make a customer rate a review in a certain manner is theoretically and managerially important.

Family owners have common interests of preserving socioemotional wealth (SEW), but their strategic preferences vary with their prioritization of different SEW aspects. This study, based on the SEW perspective, examines the differing effects of exercise of family control (focused SEW) and family dynasty succession (broad SEW) and the moderating effect of family CEO on corporate social responsibility (CSR) of family firms. The results indicate that the effect of exercise of family control on CSR is negative, while the effect of family dynasty succession on CSR is positive. Additionally, when the firm's CEO is a family member, the negative effect of exercise of family control is weaker and the positive effect of family dynasty succession is stronger.

Previous studies examining diverse team knowledge resources and individual members' performance largely follow the information perspective and propose that team informational diversity may help individuals perform better. Unlike previous authors, we integrate arguments from subgroup theory and the social categorization perspective to argue that when a person works in a cross-functional team, perceiving differences in expertize with other teammates may decrease the person's social exchange relationship with colleagues, that is, team-member exchange/TMX. Thus, perceived differences in expertize with other teammates may reduce TMX and, in turn, weaken individual task performance. Moreover, team members' social exchange relationship with the leader/LMX may offset the individual's deficiency in TMX to complement the person's task performance. We examine dyadic data collected from Taiwanese worker-supervisor pairs and find support for our hypotheses.