Although previous research has mainly assumed that talent designation “buoys” individuals' identities, current research is increasingly pointing at the mixed blessing of being identified as a talent. Adopting an identity work perspective, we examine what identity threats talents perceive in the context of an early‐career talent program and how they respond to these perceived threats. Our study builds on qualitative interviews conducted in a large Swedish MNC during three different phases of a talent program. Our findings advance the literature by developing a deeper understanding of the “identity struggles” early‐career talents face during their talent journeys. We conceptualize these struggles as identity threats and identify and analyse specific threats as well as how talents respond to these threats. Our findings show a strong willingness to protect the talent identity, but responses vary over time and between individuals. The study sheds light on how different sources of identity threat and different critical experiences, especially regarding career progress and perceived social support, lead to different responses and outcomes of talent designation.
{"title":"The talent burden—Identity threats and threat responses in the context of an early‐career talent program","authors":"Pernilla Bolander, Jennie Sumelius, Andreas Werr","doi":"10.1111/emre.12674","DOIUrl":"https://doi.org/10.1111/emre.12674","url":null,"abstract":"Although previous research has mainly assumed that talent designation “buoys” individuals' identities, current research is increasingly pointing at the mixed blessing of being identified as a talent. Adopting an identity work perspective, we examine what identity threats talents perceive in the context of an early‐career talent program and how they respond to these perceived threats. Our study builds on qualitative interviews conducted in a large Swedish MNC during three different phases of a talent program. Our findings advance the literature by developing a deeper understanding of the “identity struggles” early‐career talents face during their talent journeys. We conceptualize these struggles as identity threats and identify and analyse specific threats as well as how talents respond to these threats. Our findings show a strong willingness to protect the talent identity, but responses vary over time and between individuals. The study sheds light on how different sources of identity threat and different critical experiences, especially regarding career progress and perceived social support, lead to different responses and outcomes of talent designation.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"11 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142189769","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Smart contracts govern transactions using the blockchain as the enforcing medium. They may be a cheaper form of governance of transactions compared to traditional contracts, the hierarchy of firms, and relational contracts. However, I argue that smart contracts do not eliminate transaction costs; rather, they can increase them, particularly when considering the issue of ex-post efficiency-enhancing adaptation. Thus, while smart contracts offer a new theoretical and practical way to govern transactions, they are not without challenges and limitations.
{"title":"The “dark side” of smart contracts: A contract theory perspective","authors":"Massimiliano Vatiero","doi":"10.1111/emre.12676","DOIUrl":"https://doi.org/10.1111/emre.12676","url":null,"abstract":"<p>Smart contracts govern transactions using the blockchain as the enforcing medium. They may be a cheaper form of governance of transactions compared to traditional contracts, the hierarchy of firms, and relational contracts. However, I argue that smart contracts do not eliminate transaction costs; rather, they can increase them, particularly when considering the issue of ex-post efficiency-enhancing adaptation. Thus, while smart contracts offer a new theoretical and practical way to govern transactions, they are not without challenges and limitations.</p>","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"21 3","pages":"516-519"},"PeriodicalIF":3.4,"publicationDate":"2024-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142174325","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Blockchain, tokens, smart contracts, and decentralized autonomous organization (DAO) are increasingly shaping discussions in media and research. The aim of this contribution is to explore how governance theory can clarify these concepts and how the application of theory to this new problem can also enrich governance theory itself.
We focus on the technical environment (blockchain and tokens) that is at the heart of this new form of organization. By exploiting the intrinsic attributes of blockchain (decentralization, immutability, and transparency), smart contracts and DAOs are coordination mechanisms that expand the possibilities of interagent interactions and horizontal coordination, eliminating information asymmetries and the need for trusted third parties. In addition, by taking advantage of the transparency and immutability inherent in blockchain, smart contracts and DAOs make it possible to find and record agreements securely, automating contractual clauses.
We argue that these technologies have a significant potential to renew the contractual approach to governance and to overcome some of the limitations of traditional theory.
区块链、代币、智能合约和去中心化自治组织（DAO）越来越多地影响着媒体和研究领域的讨论。本文旨在探讨治理理论如何能够澄清这些概念，以及将理论应用于这一新问题如何能够丰富治理理论本身。我们重点关注作为这种新组织形式核心的技术环境（区块链和代币）。通过利用区块链的内在属性（去中心化、不可更改性和透明度），智能合约和 DAO 是一种协调机制，它扩大了代理间互动和横向协调的可能性，消除了信息不对称和对可信第三方的需求。此外，通过利用区块链固有的透明度和不变性，智能合约和 DAO 可以安全地查找和记录协议，实现合约条款的自动化。我们认为，这些技术在更新治理的合约方法和克服传统理论的一些局限性方面具有巨大潜力。
{"title":"Blockchain, tokens, smart contracts, and “decentralized autonomous organization”: Expanding and renewing the mechanisms of governance?","authors":"Cyril Chambefort, Magali Chaudey","doi":"10.1111/emre.12677","DOIUrl":"https://doi.org/10.1111/emre.12677","url":null,"abstract":"<p>Blockchain, tokens, smart contracts, and decentralized autonomous organization (DAO) are increasingly shaping discussions in media and research. The aim of this contribution is to explore how governance theory can clarify these concepts and how the application of theory to this new problem can also enrich governance theory itself.</p><p>We focus on the technical environment (blockchain and tokens) that is at the heart of this new form of organization. By exploiting the intrinsic attributes of blockchain (decentralization, immutability, and transparency), smart contracts and DAOs are coordination mechanisms that expand the possibilities of interagent interactions and horizontal coordination, eliminating information asymmetries and the need for trusted third parties. In addition, by taking advantage of the transparency and immutability inherent in blockchain, smart contracts and DAOs make it possible to find and record agreements securely, automating contractual clauses.</p><p>We argue that these technologies have a significant potential to renew the contractual approach to governance and to overcome some of the limitations of traditional theory.</p>","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"21 3","pages":"511-515"},"PeriodicalIF":3.4,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142174125","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pegah Sajadi, Christian Vandenberghe, Ariane Ollier‐Malaterre
This article conceptualizes the bright and dark sides of self‐verification processes among dyads of coworkers from different social groups. We argue that these processes depend on coworkers' social dominance orientation (SDO), which determines whether they hold dominant, subordinate, or egalitarian social identities. The proposed typology identifies four types of dyads. In stormy dyads, the member of the dominant social group has a high SDO, the member of the subordinate social group has a low SDO, and self‐verification is associated with reciprocal covert (and occasionally overt) coworker antagonism. In conforming dyads, both members have high SDO, and self‐verification leads to covert antagonistic behaviors from the dominant member. In egalitarian dyads, both members have low SDO, and self‐verification leads to long‐term affective and instrumental coworker support. Finally, in compassionate dyads, the member of the dominant social group has a low SDO, the member of the subordinate social group has a high SDO, and coworker support is instrumental. We examine the implications of this typology for our understanding of self‐verification processes in the context of diversity among coworker relationships.
{"title":"Self‐verification and social dominance in coworker dyads","authors":"Pegah Sajadi, Christian Vandenberghe, Ariane Ollier‐Malaterre","doi":"10.1111/emre.12671","DOIUrl":"https://doi.org/10.1111/emre.12671","url":null,"abstract":"This article conceptualizes the bright and dark sides of self‐verification processes among dyads of coworkers from different social groups. We argue that these processes depend on coworkers' social dominance orientation (SDO), which determines whether they hold dominant, subordinate, or egalitarian social identities. The proposed typology identifies four types of dyads. In <jats:italic>stormy</jats:italic> dyads, the member of the dominant social group has a high SDO, the member of the subordinate social group has a low SDO, and self‐verification is associated with reciprocal covert (and occasionally overt) coworker antagonism. In <jats:italic>conforming</jats:italic> dyads, both members have high SDO, and self‐verification leads to covert antagonistic behaviors from the dominant member. In <jats:italic>egalitarian</jats:italic> dyads, both members have low SDO, and self‐verification leads to long‐term affective and instrumental coworker support. Finally, in <jats:italic>compassionate</jats:italic> dyads, the member of the dominant social group has a low SDO, the member of the subordinate social group has a high SDO, and coworker support is instrumental. We examine the implications of this typology for our understanding of self‐verification processes in the context of diversity among coworker relationships.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"19 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142189770","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study, using a standardized cultural perspective survey, examines the link between economic transformation and workplace value changes in contemporary Poland. The study surveyed a sample of 870 employees from diverse organizations in major Polish cities. The data were collected during three significant transformational phases: 1995–1999, 2005–2009, and 2015–2019. The findings reveal that post‐transition Polish employees, compared with their early‐transition and late‐transition counterparts, demonstrate higher traits of egalitarianism, less bias towards fellow human beings, and higher self‐reliant behavior in the workplace. This finding is much more robust when controlling for age, in which younger employees, compared with older ones, demonstrate significantly higher traits in the above‐mentioned patterns. The study contributes to management science by enhancing our understanding of the relationship between socioeconomic transformation and value evolution.
{"title":"Socioeconomic development and the evolution of workplace values in contemporary Poland","authors":"Habte G. Woldu, Agnieszka Skuza, Pawan Budhwar","doi":"10.1111/emre.12670","DOIUrl":"https://doi.org/10.1111/emre.12670","url":null,"abstract":"This study, using a standardized cultural perspective survey, examines the link between economic transformation and workplace value changes in contemporary Poland. The study surveyed a sample of 870 employees from diverse organizations in major Polish cities. The data were collected during three significant transformational phases: 1995–1999, 2005–2009, and 2015–2019. The findings reveal that post‐transition Polish employees, compared with their early‐transition and late‐transition counterparts, demonstrate higher traits of egalitarianism, less bias towards fellow human beings, and higher self‐reliant behavior in the workplace. This finding is much more robust when controlling for age, in which younger employees, compared with older ones, demonstrate significantly higher traits in the above‐mentioned patterns. The study contributes to management science by enhancing our understanding of the relationship between socioeconomic transformation and value evolution.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"19 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141932925","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Strategic change (SC) is widely addressed in the scholarly domain and continues to gain momentum in the rapidly evolving landscape of today's business world. What are the antecedents, processes, outcomes, and who are the actors in SC? We address this question through a systematic review of SC that suggests new avenues for management research and offers important reflections for practice regarding: (i) the main factors responsible for determining SC; (ii) the principal actions and methods adopted to implement SC; (iii) the main effects associated with SC; and (iv) the actors responsible for directing SC. By synthesizing and integrating the extant research, this review develops a framework of types of antecedents (i.e., internal and external), processes (i.e., initiation, implementation, sensemaking, and sensegiving), outcomes (i.e., adaptive and disruptive), and actors (i.e., chief executive officer [CEO], board of directors, top management team [TMT], and collective leadership) of SC. Our review culminates in the development of a series potential avenues for future research.
{"title":"Strategic change: A systematic review, synthesis, and a future research agenda","authors":"Chiara Acciarini, Paolo Boccardelli, Enzo Peruffo","doi":"10.1111/emre.12668","DOIUrl":"10.1111/emre.12668","url":null,"abstract":"<p>Strategic change (SC) is widely addressed in the scholarly domain and continues to gain momentum in the rapidly evolving landscape of today's business world. What are the antecedents, processes, outcomes, and who are the actors in SC? We address this question through a systematic review of SC that suggests new avenues for management research and offers important reflections for practice regarding: (i) the main factors responsible for determining SC; (ii) the principal actions and methods adopted to implement SC; (iii) the main effects associated with SC; and (iv) the actors responsible for directing SC. By synthesizing and integrating the extant research, this review develops a framework of types of antecedents (i.e., internal and external), processes (i.e., initiation, implementation, sensemaking, and sensegiving), outcomes (i.e., adaptive and disruptive), and actors (i.e., chief executive officer [CEO], board of directors, top management team [TMT], and collective leadership) of SC. Our review culminates in the development of a series potential avenues for future research.</p>","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"21 4","pages":"782-802"},"PeriodicalIF":3.4,"publicationDate":"2024-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/emre.12668","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141919401","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Chris Carter, Richard Badham, Andrea Whittle, Stewart Clegg
<p>Chris Carter</p><p>University of Edinburgh, Edinburgh, Scotland, United Kingdom</p><p><b>Abstract</b></p><p>This dialogue engages in some reflection on the role of power in management and organization studies, prompted by the publication of the second edition of <i>Frameworks of Power</i>, by Stewart R. Clegg (2023). The dialogue includes contributions by Chris Carter, Richard Badham and Andrea Whittle and some thoughts in response by Stewart Clegg. The dialogue begins with an overview by Chris Carter, and then the further contributions both denounce the ‘forgetting of power’ in current views of organizational phenomena—such as leadership, team behaviour and resilience—in which differences in interests and in freedom of choice seem to be missing in action. Andrea Whittle first introduces the relationship between power and leadership, as a neglected topic, followed by Richard Badham, recalling lessons from the past that should not be forgotten. Reflecting on the dialogue, Stewart Clegg responds by relating power's salient dimensions and types to the model of circuits of power and calls for a resuscitation of some classically European management and organization theory ways of thinking about power and democracy.</p><p><b>Keywords</b>: circuits of power, democracy, dimensions of power, future-making, leadership, organizations, power relations</p><p><b>Absences</b></p><p>Over the past 30 years, management and organization studies' theory has expanded considerably, becoming more sophisticated in its theoretical and methodological range. Yet, it often sidesteps crucial aspects of power and politics. Given the undeniable and urgent presence of power and politics in everyday organizational life, this oversight is surprising. Whether it is a profitable business school facing budget cuts from the central university in which it is situated, a government slashing arts' spending to balance the books, a significant supermarket chain squeezing the margins on one of its suppliers, or wealthy polluting countries blocking strong measures to mitigate climate change, these are all demonstrations of power and politics. Power creates winners and losers. Within the broad canon of organization and management theory, there are researchers addressing these issues, but it is rarely the go-to explanation. Instead, our research often fails to confront issues of power and politics directly. As Hardy & Clegg (1996) once said, ‘some dare call it power’, yet three decades on, most researchers prefer to remain quiet on this issue. The complex architectonics of institutional theories' logics and works or the mystical chicanery of process theory often trump the focus on power and politics. Or it might be a case that power hides in plain sight. Early theorists of the modern era of organization theory, which arguably commenced in the 1960s, were more attuned to researching power and politics (Clegg 1975; Pettigrew 1972). Their contributions remain relevant 50 years after their
作为 Routledge Library Editions 的一卷再版：组织：理论与行为》第 9 卷。 Clegg, S.R., Courpasson, D. & Phillips, N. (2006) Power and organizations.https://doi.org/10.4135/9781446215715 Clegg, S.R., Cunha, M.P. & Berti, M. (2022) Research movements and theorizing dynamics in management and organization studies.https://doi.org/10.5465/amr.2018.0466 Connell, R.W. (1977) Ruling class, ruling culture.剑桥大学出版社：https://doi.org/10.1017/CBO9781139085076 Cook, K.S., Cheshire, C. & Gerbasi, A. (2018) Power, dependence, and social exchange theory.In： P.J. Burke (Ed.) Contemporary social psychological theories.Berlin：De Gruyter, pp. Crenson, M. (1971) The un-politics of air pollution: a study of non-decision-making in the cities.巴尔的摩，马里兰州：约翰-霍普金斯大学出版社。 Cunha, M.P.E., Clegg, S.R., Rego, A. & Berti, M. (2021) Paradoxes of power and leadership.伦敦：Routledge. Cunha, M.P.E., Clegg, S.R., Rego, A. & Berti, M. (2021) Paradoxes of power and leadership. London: Routledge.伦敦：https://doi.org/10.4324/9781351056663 Cunha, M.P.E., Clegg, S., Rego, A. & Simpson, A.V. (2024) Drawing on the dark triad to teach effective leadership is dangerous, irresponsible, and bad theory.管理学院学习与教育》，https://doi.org/10.5465/amle.2022.0326 Davenport, S. & Leitch, S. (2005) Circuits of power in practice: Strategic ambiguity as delegation of authority.https://doi.org/10.1177/0170840605054627 Follett, M.P. (1987) Freedom and co-ordination.纽约：New York: Garland. Gallarotti (Ed).Follett, M. P. (1987) Freedom and co-ordination： 政治权力研究演变论文集》。London：Routledge. Hardy, C. & Leiba-O'Sullivan, S. (1998) The power behind empowerment: implications for research and practice. Human Relations, 51(4), 451-483.https://doi.org/10.1177/001872679805100402 Harrahill, K., Macken-Walsh, Á. & O'Neill, E. (2023) Identifying primary producers' positioning in the Irish bioeconomy using social network analysis.https://doi.org/10.1016/j.clcb.2023.100042 Haslam, S.A., Alvesson, M. & Reicher, S.D. (2024) Zombie leadership: dead ideas that still walk among us.https://doi.org/10.1016/j.leaqua.2023.101770 Hillman, A.J., Withers, M.C. & Collins, B.J. (2009) Resource dependence theory: a review.https://doi.org/10.1177/0149206309343469 Hutchinson, M., Vickers, M.H., Jackson, D. & Wilkes, L. (2010) Bullying as circuits of power: an Australian nursing perspective.https://doi.org/10.2753/ATP1084-1806320102 Lukes, S. (1974) Power: a radical view.伦敦：https://doi.org/10.1007/978-1-349-02248-9 Lukes, S. (2005) Power: a radical view. 第 2 版。伦敦：麦克米伦出版社：https://doi.org/10.1007/978-0-230-80257-5 Naylor, S. (2023) Robodebt, Kafka and institutional absurdism in Australia.https://doi.org/10.1177/1037969X231211620 Niesche, R. (2016) Zombie leadership, a différend and deconstruction.In： G. Lakomski, S. Eacott & C.W. Evers (Eds.) Questioning leadership: new directions for educational organisatio
{"title":"Reconstituting the centrality of power in management and organization studies","authors":"Chris Carter, Richard Badham, Andrea Whittle, Stewart Clegg","doi":"10.1111/emre.12663","DOIUrl":"10.1111/emre.12663","url":null,"abstract":"<p>Chris Carter</p><p>University of Edinburgh, Edinburgh, Scotland, United Kingdom</p><p><b>Abstract</b></p><p>This dialogue engages in some reflection on the role of power in management and organization studies, prompted by the publication of the second edition of <i>Frameworks of Power</i>, by Stewart R. Clegg (2023). The dialogue includes contributions by Chris Carter, Richard Badham and Andrea Whittle and some thoughts in response by Stewart Clegg. The dialogue begins with an overview by Chris Carter, and then the further contributions both denounce the ‘forgetting of power’ in current views of organizational phenomena—such as leadership, team behaviour and resilience—in which differences in interests and in freedom of choice seem to be missing in action. Andrea Whittle first introduces the relationship between power and leadership, as a neglected topic, followed by Richard Badham, recalling lessons from the past that should not be forgotten. Reflecting on the dialogue, Stewart Clegg responds by relating power's salient dimensions and types to the model of circuits of power and calls for a resuscitation of some classically European management and organization theory ways of thinking about power and democracy.</p><p><b>Keywords</b>: circuits of power, democracy, dimensions of power, future-making, leadership, organizations, power relations</p><p><b>Absences</b></p><p>Over the past 30 years, management and organization studies' theory has expanded considerably, becoming more sophisticated in its theoretical and methodological range. Yet, it often sidesteps crucial aspects of power and politics. Given the undeniable and urgent presence of power and politics in everyday organizational life, this oversight is surprising. Whether it is a profitable business school facing budget cuts from the central university in which it is situated, a government slashing arts' spending to balance the books, a significant supermarket chain squeezing the margins on one of its suppliers, or wealthy polluting countries blocking strong measures to mitigate climate change, these are all demonstrations of power and politics. Power creates winners and losers. Within the broad canon of organization and management theory, there are researchers addressing these issues, but it is rarely the go-to explanation. Instead, our research often fails to confront issues of power and politics directly. As Hardy & Clegg (1996) once said, ‘some dare call it power’, yet three decades on, most researchers prefer to remain quiet on this issue. The complex architectonics of institutional theories' logics and works or the mystical chicanery of process theory often trump the focus on power and politics. Or it might be a case that power hides in plain sight. Early theorists of the modern era of organization theory, which arguably commenced in the 1960s, were more attuned to researching power and politics (Clegg 1975; Pettigrew 1972). Their contributions remain relevant 50 years after their","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"21 2","pages":"263-276"},"PeriodicalIF":3.4,"publicationDate":"2024-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/emre.12663","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141783652","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Guillermo Antonio Dávila, Tatiana Andreeva, Alf Steiner Sætre
With the increasing recognition of the value of external knowledge, organisations are interested in understanding how to boost their absorptive capacity. Social integration mechanisms have been theorised as a key predictor of absorptive capacity, both as a necessary condition for the development of its dimensions (knowledge acquisition, assimilation, transformation and application) and as a contingency factor that influences the relationships between these dimensions. However, the empirical evidence that explores these ideas is limited. To address this, we explore the survey data from 145 Brazilian firms and find that social integration mechanisms play a controversial role in absorptive capacity. Without a certain level of social integration mechanism usage, high levels of the absorptive capacity dimensions are not possible. However, social integration mechanisms also dampen the positive effects of knowledge acquisition on knowledge assimilation and transformation. Therefore, the highest level of usage of social integration mechanisms is not always beneficial for organisations.
{"title":"Using social integration mechanisms to boost absorptive capacity: Walking a tightrope","authors":"Guillermo Antonio Dávila, Tatiana Andreeva, Alf Steiner Sætre","doi":"10.1111/emre.12667","DOIUrl":"https://doi.org/10.1111/emre.12667","url":null,"abstract":"With the increasing recognition of the value of external knowledge, organisations are interested in understanding how to boost their absorptive capacity. Social integration mechanisms have been theorised as a key predictor of absorptive capacity, both as a necessary condition for the development of its dimensions (knowledge acquisition, assimilation, transformation and application) and as a contingency factor that influences the relationships between these dimensions. However, the empirical evidence that explores these ideas is limited. To address this, we explore the survey data from 145 Brazilian firms and find that social integration mechanisms play a controversial role in absorptive capacity. Without a certain level of social integration mechanism usage, high levels of the absorptive capacity dimensions are not possible. However, social integration mechanisms also dampen the positive effects of knowledge acquisition on knowledge assimilation and transformation. Therefore, the highest level of usage of social integration mechanisms is not always beneficial for organisations.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"61 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141739435","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Recent research shows that business groups matter in developed institutional settings. However, little is known about why business groups influence affiliate performance in such environments. Using a resource dependence lens, we explain how the business group effect may be contingent on a firm's industry environment. Consistent with a resource dependence perspective, our variance decomposition analysis of 3,733 firms in Western Europe (2006–2021) shows that the business group effect is significantly larger in less munificent and more complex industry environments. However, contrary to this perspective, our results also reveal that business groups matter more in less dynamic industry environments. Overall, by examining the importance of the industry environment in explaining how much business groups matter, this paper contributes to a more nuanced understanding of the business group effect in developed markets and provides several directions for future research in this domain.
{"title":"A resource dependence perspective on the business group effect in developed markets: Evidence from Western European firms","authors":"Timo Sohl, Anaïs Hamelin, Markus A. Fitza","doi":"10.1111/emre.12664","DOIUrl":"https://doi.org/10.1111/emre.12664","url":null,"abstract":"Recent research shows that business groups matter in developed institutional settings. However, little is known about why business groups influence affiliate performance in such environments. Using a resource dependence lens, we explain how the business group effect may be contingent on a firm's industry environment. Consistent with a resource dependence perspective, our variance decomposition analysis of 3,733 firms in Western Europe (2006–2021) shows that the business group effect is significantly larger in less munificent and more complex industry environments. However, contrary to this perspective, our results also reveal that business groups matter more in less dynamic industry environments. Overall, by examining the importance of the industry environment in explaining how much business groups matter, this paper contributes to a more nuanced understanding of the business group effect in developed markets and provides several directions for future research in this domain.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"69 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141739436","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This research analyzes the effects of size on the financial decisions of unlisted small‐ and medium‐sized enterprises (SMEs) engaged in external growth. Among 259 French SMEs that undertook external growth investments, this effort accelerated their growth trajectories when they were able to overcome financial constraints specific to their size. Despite the resulting loss of control, financing of external growth thus requires equity raising. In the specific context of consolidating sectors, in which increasing size is vital, operations can be financed partly by share‐based payments. In this way, targets' owners remain shareholders and benefit from the improved performance brought about by consolidation.
{"title":"Size and financing of external growth strategies among small and medium enterprises","authors":"Ludivine Chalençon, Alain Marion","doi":"10.1111/emre.12666","DOIUrl":"https://doi.org/10.1111/emre.12666","url":null,"abstract":"This research analyzes the effects of size on the financial decisions of unlisted small‐ and medium‐sized enterprises (SMEs) engaged in external growth. Among 259 French SMEs that undertook external growth investments, this effort accelerated their growth trajectories when they were able to overcome financial constraints specific to their size. Despite the resulting loss of control, financing of external growth thus requires equity raising. In the specific context of consolidating sectors, in which increasing size is vital, operations can be financed partly by share‐based payments. In this way, targets' owners remain shareholders and benefit from the improved performance brought about by consolidation.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"29 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141576740","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"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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