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, P. Boccardelli, Enzo Peruffo","doi":"10.1111/emre.12668","DOIUrl":"https://doi.org/10.1111/emre.12668","url":null,"abstract":"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.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141919855","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, P. Boccardelli, Enzo Peruffo","doi":"10.1111/emre.12668","DOIUrl":"https://doi.org/10.1111/emre.12668","url":null,"abstract":"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.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","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":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Workplace creativity is essential for organizational survival and growth. With the prevailing focus on work conditions and employee motivation for creativity, it remains unclear whether and how employees can make creative contributions through proactive engagement in their private lives. This study aims to explore the development of workplace creativity from the non‐work perspective of individual proactivity. Drawing upon conservation of resources theory, we investigate if leisure crafting improves workplace creativity by promoting playful work design. The hypotheses were tested using multi‐wave field data collected from 365 employees. We revealed that leisure crafting contributes to playful work design, including fun and competition, especially when a smartphone is used for leisure purposes. Leisure crafting also has direct and indirect effects on creative performance through playful work design. The current analysis offers insights into how proactivity and resources gained from the non‐work domain can improve workplace outcomes by enabling work‐related proactive behavior.
{"title":"Does leisure crafting improve workplace creativity?","authors":"I‐Shuo Chen, Jin Nam Choi","doi":"10.1111/emre.12669","DOIUrl":"https://doi.org/10.1111/emre.12669","url":null,"abstract":"Workplace creativity is essential for organizational survival and growth. With the prevailing focus on work conditions and employee motivation for creativity, it remains unclear whether and how employees can make creative contributions through proactive engagement in their private lives. This study aims to explore the development of workplace creativity from the non‐work perspective of individual proactivity. Drawing upon conservation of resources theory, we investigate if leisure crafting improves workplace creativity by promoting playful work design. The hypotheses were tested using multi‐wave field data collected from 365 employees. We revealed that leisure crafting contributes to playful work design, including fun and competition, especially when a smartphone is used for leisure purposes. Leisure crafting also has direct and indirect effects on creative performance through playful work design. The current analysis offers insights into how proactivity and resources gained from the non‐work domain can improve workplace outcomes by enabling work‐related proactive behavior.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2024-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141922337","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}
Chris Carter, Richard Badham, Andrea Whittle, Stewart Clegg
Chris Carter
University of Edinburgh, Edinburgh, Scotland, United Kingdom
Abstract
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 Frameworks of Power, 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.
Keywords: circuits of power, democracy, dimensions of power, future-making, leadership, organizations, power relations
Absences
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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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":null,"pages":null},"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}
The COVID‐19 pandemic presented a scenario of radical uncertainty that hospitals had to manage. Two strands of research can illuminate this management. The first puts forward the high‐reliability organization (HRO) principles that the hospital sector has applied for two decades. The second is based on pragmatism and underscores experimental, trial‐and‐error strategies appropriate for radical uncertainty. This strategy, utilized primarily in the political governance of crises, can be applied in hospital management as well. The results of our qualitative research into French hospitals (109 online interviews over 2020–2021) highlight the importance of pragmatic rationality in crisis management based on organizing collective inquiries. This concept of pragmatic rationality questions the notion of reliability, sticking to pre‐existing performance standards not applicable in such contexts. It invites to propose the concept of high pragmatic organization based on five principles that partially integrate those of an HRO.
{"title":"From reliability to pragmatism: Hospital management in the context of radical uncertainty","authors":"Hervé Dumez, Etienne Minvielle","doi":"10.1111/emre.12665","DOIUrl":"https://doi.org/10.1111/emre.12665","url":null,"abstract":"The COVID‐19 pandemic presented a scenario of radical uncertainty that hospitals had to manage. Two strands of research can illuminate this management. The first puts forward the high‐reliability organization (HRO) principles that the hospital sector has applied for two decades. The second is based on pragmatism and underscores experimental, trial‐and‐error strategies appropriate for radical uncertainty. This strategy, utilized primarily in the political governance of crises, can be applied in hospital management as well. The results of our qualitative research into French hospitals (109 online interviews over 2020–2021) highlight the importance of pragmatic rationality in crisis management based on organizing collective inquiries. This concept of pragmatic rationality questions the notion of reliability, sticking to pre‐existing performance standards not applicable in such contexts. It invites to propose the concept of high pragmatic organization based on five principles that partially integrate those of an HRO.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2024-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141551460","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}
Firms face the challenge of choosing between corporate social responsibility (CSR) practices aimed at different stakeholders (internal and external). Striking the right balance is particularly complex in family firms (FFs), in which CSR practices become a vehicle to express their identity. Our goal is to study FFs' trade‐off between internal and external CSR practices compared to non‐FFs by drawing on the FF identity and socioemotional wealth perspectives. We analyze a panel of 423 European listed companies (3,918 observations) from 2008 to 2017. Our results show that FFs outperform non‐FFs in overall CSR, with FFs' stronger efforts in internal CSR driving their better CSR performance. We also find that FFs' prioritization of internal CSR is more pronounced when CSR credibility at a country level is lower. However, a greater exposure of the family name reverses FFs' preferences and leads them to prioritize external stakeholders' interests.
{"title":"Internal versus external CSR practices: The trade‐off in family firms","authors":"Pilar Rivera‐Franco, Ignacio Requejo, Isabel Suárez-González","doi":"10.1111/emre.12662","DOIUrl":"https://doi.org/10.1111/emre.12662","url":null,"abstract":"Firms face the challenge of choosing between corporate social responsibility (CSR) practices aimed at different stakeholders (internal and external). Striking the right balance is particularly complex in family firms (FFs), in which CSR practices become a vehicle to express their identity. Our goal is to study FFs' trade‐off between internal and external CSR practices compared to non‐FFs by drawing on the FF identity and socioemotional wealth perspectives. We analyze a panel of 423 European listed companies (3,918 observations) from 2008 to 2017. Our results show that FFs outperform non‐FFs in overall CSR, with FFs' stronger efforts in internal CSR driving their better CSR performance. We also find that FFs' prioritization of internal CSR is more pronounced when CSR credibility at a country level is lower. However, a greater exposure of the family name reverses FFs' preferences and leads them to prioritize external stakeholders' interests.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2024-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141338242","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}
Despite the recognized importance of subsidiary reverse knowledge transfer (RKT) for multinational enterprises' (MNEs') competitive advantages, little is understood about how host country policy uncertainty may affect it. This study, based on absorptive capacity and resource dependence theories and utilizing the global economic policy uncertainty (GEPU) index, examines 1565 firm‐year observations of Taiwanese MNE parent–subsidiary activities. Findings suggest that GEPU indirectly undermines subsidiary RKT benefit by reducing MNEs' global R&D intensity and geographical R&D diversity. Notably, this effect is mitigated when MNEs choose joint venture entry modes. This study enriches international business literature by elucidating the intricate relationships between the host country policy uncertainty, MNE strategies, and subsidiary RKT outcomes, thus contributing to a deeper scholarly understanding in the RKT domain.
{"title":"Impact of policy uncertainty on subsidiary reverse knowledge transfer","authors":"Chun-Ping Yeh, Y. Hsiao, Sebastian Gebhardt","doi":"10.1111/emre.12661","DOIUrl":"https://doi.org/10.1111/emre.12661","url":null,"abstract":"Despite the recognized importance of subsidiary reverse knowledge transfer (RKT) for multinational enterprises' (MNEs') competitive advantages, little is understood about how host country policy uncertainty may affect it. This study, based on absorptive capacity and resource dependence theories and utilizing the global economic policy uncertainty (GEPU) index, examines 1565 firm‐year observations of Taiwanese MNE parent–subsidiary activities. Findings suggest that GEPU indirectly undermines subsidiary RKT benefit by reducing MNEs' global R&D intensity and geographical R&D diversity. Notably, this effect is mitigated when MNEs choose joint venture entry modes. This study enriches international business literature by elucidating the intricate relationships between the host country policy uncertainty, MNE strategies, and subsidiary RKT outcomes, thus contributing to a deeper scholarly understanding in the RKT domain.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2024-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141371602","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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