Ksenia Usanova, Mickaël Géraudel, Sophie d'Armagnac
This article contributes to talent management (TM) research by offering a comprehensive view of TM in the micro, small, and medium enterprise (MSME) context. It captures and categorizes TM practices according to differences in formality and inclusivity, employee participation in TM, and market orientation. On the basis of 31 in-depth interviews with the top managers of 27 aerospace companies in Luxembourg, we propose a typology of TM in MSMEs. We identify differences in how companies define and manage talent and propose three main types of TM, namely, “planned,” “proactive,” and “reactive.” “Planned” TM sustains organizational growth through the focus on systematically assessing needs and anticipating the future. In contrast, “proactive” TM tests different TM methods to adapt to perceived needs and build the business further. Finally, “reactive” TM focuses on filling the current skill gap to maintain the existing market.
{"title":"A typology of talent management in aerospace micro-, small-, and medium-sized enterprises","authors":"Ksenia Usanova, Mickaël Géraudel, Sophie d'Armagnac","doi":"10.1111/emre.12619","DOIUrl":"https://doi.org/10.1111/emre.12619","url":null,"abstract":"This article contributes to talent management (TM) research by offering a comprehensive view of TM in the micro, small, and medium enterprise (MSME) context. It captures and categorizes TM practices according to differences in formality and inclusivity, employee participation in TM, and market orientation. On the basis of 31 in-depth interviews with the top managers of 27 aerospace companies in Luxembourg, we propose a typology of TM in MSMEs. We identify differences in how companies define and manage talent and propose three main types of TM, namely, “planned,” “proactive,” and “reactive.” “Planned” TM sustains organizational growth through the focus on systematically assessing needs and anticipating the future. In contrast, “proactive” TM tests different TM methods to adapt to perceived needs and build the business further. Finally, “reactive” TM focuses on filling the current skill gap to maintain the existing market.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.7,"publicationDate":"2023-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138496092","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}
Abstract This study examines the relationship between emotional intelligence (EI), knowledge sharing (KS) and perceived team performance. Data from 209 respondents were analysed using hierarchical multiple regression analysis. In this study, we identified interaction patterns between the management dimensions of EI, KS and perceived team performance. A direct effect of KS on perceived team performance was found, yet EI is not a necessary precondition to the relationship. We further found that it is essential to differentiate between knowledge obtaining and knowledge providing and thus acknowledge the two‐dimensionality of KS. We offer suggestions to scholars and practitioners concerned with the planning and management of KS in organisations.
{"title":"How knowledge sharing and emotional intelligence drive team performance","authors":"Isabel D. W. Rechberg, Elena Essig","doi":"10.1111/emre.12614","DOIUrl":"https://doi.org/10.1111/emre.12614","url":null,"abstract":"Abstract This study examines the relationship between emotional intelligence (EI), knowledge sharing (KS) and perceived team performance. Data from 209 respondents were analysed using hierarchical multiple regression analysis. In this study, we identified interaction patterns between the management dimensions of EI, KS and perceived team performance. A direct effect of KS on perceived team performance was found, yet EI is not a necessary precondition to the relationship. We further found that it is essential to differentiate between knowledge obtaining and knowledge providing and thus acknowledge the two‐dimensionality of KS. We offer suggestions to scholars and practitioners concerned with the planning and management of KS in organisations.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135290937","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}
Abstract Pressures to publish prolifically have led to an abundance of research on trivial matters rather than on issues of significance. This trend is particularly pronounced in developing countries, where limited access to paid content has fueled the growth of open‐access publications. Additionally, the prevailing “publish or perish” culture has encouraged the pursuit of inconsequential and conformist research. The scholarly integrity of academic institutions is eroded when they struggle with evaluating research impact through metrics, potentially overlooking substantive contribution. The emergence of AI technology adds a fresh dimension to the issue, creating new possibilities for mass output rather than work that is innovative or informed by social values and priorities. This commentary serves as a call to action for scholars, institutions, and policymakers collectively to reshape the trajectory of academic publishing, restoring its sense of purpose through making lasting contributions to the betterment of society.
{"title":"From ‘publish or perish’ to ‘publish for purpose’","authors":"Said Elbanna, John Child","doi":"10.1111/emre.12618","DOIUrl":"https://doi.org/10.1111/emre.12618","url":null,"abstract":"Abstract Pressures to publish prolifically have led to an abundance of research on trivial matters rather than on issues of significance. This trend is particularly pronounced in developing countries, where limited access to paid content has fueled the growth of open‐access publications. Additionally, the prevailing “publish or perish” culture has encouraged the pursuit of inconsequential and conformist research. The scholarly integrity of academic institutions is eroded when they struggle with evaluating research impact through metrics, potentially overlooking substantive contribution. The emergence of AI technology adds a fresh dimension to the issue, creating new possibilities for mass output rather than work that is innovative or informed by social values and priorities. This commentary serves as a call to action for scholars, institutions, and policymakers collectively to reshape the trajectory of academic publishing, restoring its sense of purpose through making lasting contributions to the betterment of society.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135539546","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}
Abstract The social status of entrepreneurs, which measures the degree to which a country admires entrepreneurs and values their social contribution to society, varies significantly across countries. In some economies, such as the United States, entrepreneurs are seen as cultural heroes, whereas in others, particularly in many European countries, their status is less favorable. In this paper, we provide theoretical elaboration and empirical evidence to support the idea that informal institutions, such as uncertainty avoidance and collectivism, play a crucial role in determining social status. Additionally, formal institutions, like market freedom and government size, establish certain boundaries for these relationships. We analyze a sample of 105 countries that participated in the GEM project between 2003 and 2020. Our results indicate that entrepreneurs enjoy a higher social status in societies characterized by low uncertainty avoidance and a more collectivist orientation. Furthermore, these relationships are contingent upon the formal rules and regulations of the country.
{"title":"The social status of entrepreneurs: An analysis of informal and formal institutional determinants","authors":"Lucio Fuentelsaz, Juan P. Maicas, Javier Montero","doi":"10.1111/emre.12616","DOIUrl":"https://doi.org/10.1111/emre.12616","url":null,"abstract":"Abstract The social status of entrepreneurs, which measures the degree to which a country admires entrepreneurs and values their social contribution to society, varies significantly across countries. In some economies, such as the United States, entrepreneurs are seen as cultural heroes, whereas in others, particularly in many European countries, their status is less favorable. In this paper, we provide theoretical elaboration and empirical evidence to support the idea that informal institutions, such as uncertainty avoidance and collectivism, play a crucial role in determining social status. Additionally, formal institutions, like market freedom and government size, establish certain boundaries for these relationships. We analyze a sample of 105 countries that participated in the GEM project between 2003 and 2020. Our results indicate that entrepreneurs enjoy a higher social status in societies characterized by low uncertainty avoidance and a more collectivist orientation. Furthermore, these relationships are contingent upon the formal rules and regulations of the country.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136262837","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}
Abstract Argyris & Schön's notion of two types of learning, single‐loop (SLL) and double‐loop learning (DLL), is arguably one of the most popularized categorizations of organizational learning (OL). However, while the concept of DLL is widely cited, it has left a superficial impact on the literature and practice. We argue that the limited impact of DLL is due to two features of DLL: the complexity of its definition and the difficulty in its implementation. This study identifies and organizes critical insights in the literature related to the conceptualization, measurement, and generation of DLL. To address these topics, we review and synthesize the findings of 128 studies on DLL published between 1974 and 2021. We aim to reduce the confusion surrounding DLL and the proliferation of empirical studies on DLL that ignore its original notion. We propose a framework that makes explicit the misconceptions, wrong assumptions, and barriers in conceptualizing, measuring, and generating DLL, and it also provides insights into how to overcome these limitations and serves as a platform for future research on DLL.
{"title":"Revitalizing double‐loop learning in organizational contexts: A systematic review and research agenda","authors":"Mercedes Victoria Caceres Auqui, Andrea Furlan","doi":"10.1111/emre.12615","DOIUrl":"https://doi.org/10.1111/emre.12615","url":null,"abstract":"Abstract Argyris & Schön's notion of two types of learning, single‐loop (SLL) and double‐loop learning (DLL), is arguably one of the most popularized categorizations of organizational learning (OL). However, while the concept of DLL is widely cited, it has left a superficial impact on the literature and practice. We argue that the limited impact of DLL is due to two features of DLL: the complexity of its definition and the difficulty in its implementation. This study identifies and organizes critical insights in the literature related to the conceptualization, measurement, and generation of DLL. To address these topics, we review and synthesize the findings of 128 studies on DLL published between 1974 and 2021. We aim to reduce the confusion surrounding DLL and the proliferation of empirical studies on DLL that ignore its original notion. We propose a framework that makes explicit the misconceptions, wrong assumptions, and barriers in conceptualizing, measuring, and generating DLL, and it also provides insights into how to overcome these limitations and serves as a platform for future research on DLL.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135858595","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}
Domenico Rocco Cambrea, Yuliya Ponomareva, Fabio Quarato, Paolo Tenuta
Abstract Family firms often opt for a combined CEO and board chair positions, yet the implications of such leadership structure on firm performance remain a subject of scholarly debate. We introduce the socioemotional wealth (SEW) perspective as a unifying framework that bridges the divergent views of stewardship and agency theories. We argue that the effects of CEO duality on performance are contingent upon the balance between extended and restricted SEW priorities. Drawing on a sample of listed companies on the Milan Stock Exchange between 2003 and 2015, our empirical analysis reveals that listed family firms derive greater benefits from CEO duality compared to their non‐family counterparts. Moreover, our findings demonstrate that such leadership structure renders the highest performance benefits in listed family firms when the CEO–chair is not a family member, particularly during periods of economic crisis.
{"title":"CEO as board chair in listed family firms: A test of the performance effects during an economic crisis","authors":"Domenico Rocco Cambrea, Yuliya Ponomareva, Fabio Quarato, Paolo Tenuta","doi":"10.1111/emre.12613","DOIUrl":"https://doi.org/10.1111/emre.12613","url":null,"abstract":"Abstract Family firms often opt for a combined CEO and board chair positions, yet the implications of such leadership structure on firm performance remain a subject of scholarly debate. We introduce the socioemotional wealth (SEW) perspective as a unifying framework that bridges the divergent views of stewardship and agency theories. We argue that the effects of CEO duality on performance are contingent upon the balance between extended and restricted SEW priorities. Drawing on a sample of listed companies on the Milan Stock Exchange between 2003 and 2015, our empirical analysis reveals that listed family firms derive greater benefits from CEO duality compared to their non‐family counterparts. Moreover, our findings demonstrate that such leadership structure renders the highest performance benefits in listed family firms when the CEO–chair is not a family member, particularly during periods of economic crisis.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135146366","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}
Abstract This research examines the relationship between employees' resource‐draining perceptions of person–organization misfit and their procrastination behaviour, with special attention to the mediating role of their turnover intentions and the moderating role of two key personal orientations in this process. The hypotheses were tested with cross‐sectional survey data collected among employees in the education sector. The results reveal that a critical reason that beliefs about a mismatch between personal and organizational values spur slacking on work tasks is that employees make plans to quit. This mediating effect is invigorated by employees' uncertainty avoidance orientation but mitigated by their collectivistic orientation. This investigation therefore pinpoints an important conduit, plans to leave, through which frustrations with misaligned values escalate into a failure to meet work deadlines. Organizations can identify employees who are more or less likely to exhibit such a negative spiral, due to the strength of their uncertainty avoidance and collectivistic orientations.
{"title":"Perceived person–organization misfit and procrastination behaviour","authors":"Dirk De Clercq","doi":"10.1111/emre.12611","DOIUrl":"https://doi.org/10.1111/emre.12611","url":null,"abstract":"Abstract This research examines the relationship between employees' resource‐draining perceptions of person–organization misfit and their procrastination behaviour, with special attention to the mediating role of their turnover intentions and the moderating role of two key personal orientations in this process. The hypotheses were tested with cross‐sectional survey data collected among employees in the education sector. The results reveal that a critical reason that beliefs about a mismatch between personal and organizational values spur slacking on work tasks is that employees make plans to quit. This mediating effect is invigorated by employees' uncertainty avoidance orientation but mitigated by their collectivistic orientation. This investigation therefore pinpoints an important conduit, plans to leave, through which frustrations with misaligned values escalate into a failure to meet work deadlines. Organizations can identify employees who are more or less likely to exhibit such a negative spiral, due to the strength of their uncertainty avoidance and collectivistic orientations.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135482588","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}
Abstract Prior research on behavioral responses to performance has provided limited attention to how different types of performance outcomes interact to affect organizational reactions. Focusing on the pursuit of revenue and status goals by private universities, we offer a typology of organizational responses (i.e., reducing ambitions, compensatory strategies, and complementary use of slack to pursue new opportunities) which are shaped by the set of challenges and capabilities that poor and superior performance in these goal dimensions present. When poor performance in both revenue and status leads to different types of liabilities that together result in a low likelihood of recovery, universities respond by reducing ambitions and diversifying into a lower status market segment, which offers a more promising path to survival. In response to a mixed performance outcome in revenue and status, universities employ compensatory strategies where they make use of the achievement in one goal dimension to repair the damage in the other. Finally, universities expand the scope of activities when they achieve superior performance in both goals, and the resulting slack in revenue and status provides complementary capabilities to pursue new opportunities. These findings extend the early Carnegie proposal and indicate that the portfolio of organizational responses to performance gaps may be broader than previously considered.
{"title":"Universities between revenue and status: A typology of organizational responses","authors":"Başak Topaler, Akın Kayabaşı","doi":"10.1111/emre.12612","DOIUrl":"https://doi.org/10.1111/emre.12612","url":null,"abstract":"Abstract Prior research on behavioral responses to performance has provided limited attention to how different types of performance outcomes interact to affect organizational reactions. Focusing on the pursuit of revenue and status goals by private universities, we offer a typology of organizational responses (i.e., reducing ambitions, compensatory strategies, and complementary use of slack to pursue new opportunities) which are shaped by the set of challenges and capabilities that poor and superior performance in these goal dimensions present. When poor performance in both revenue and status leads to different types of liabilities that together result in a low likelihood of recovery, universities respond by reducing ambitions and diversifying into a lower status market segment, which offers a more promising path to survival. In response to a mixed performance outcome in revenue and status, universities employ compensatory strategies where they make use of the achievement in one goal dimension to repair the damage in the other. Finally, universities expand the scope of activities when they achieve superior performance in both goals, and the resulting slack in revenue and status provides complementary capabilities to pursue new opportunities. These findings extend the early Carnegie proposal and indicate that the portfolio of organizational responses to performance gaps may be broader than previously considered.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135644086","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}
Abstract How is joint ventures' (JVs) innovation performance affected by their parent companies' equity investment and their exploitation of their parent firms' knowledge? We investigate 183 JV cases and examine the main effect of equity investment as well as the moderating effect of ambidexterity imbalance on the relationship between JVs' knowledge exploitation and exploration of their innovation performance. We utilize proprietary Securities Data Corporation (SDC) JV data combined with the National Bureau of Economic Research's (NBER) patent dataset to develop a mediated moderation model. The model indicates that equity investment is positively related to knowledge exploitation, which in turn has a positive effect on JVs' innovation; in addition, these relationships vary alongside ambidexterity imbalance. Our findings confirm the mediating role played by knowledge exploitation in JVs' innovative activities and highlight the tradeoff between organizational ambidexterity balance and knowledge exploitation as well as its influence on JVs' innovation performance. This research illuminates the foundations of JV innovation. Managerial implications are also discussed.
{"title":"Equity investment, knowledge exploitation, and innovation performance for joint ventures","authors":"Jun‐You Lin","doi":"10.1111/emre.12610","DOIUrl":"https://doi.org/10.1111/emre.12610","url":null,"abstract":"Abstract How is joint ventures' (JVs) innovation performance affected by their parent companies' equity investment and their exploitation of their parent firms' knowledge? We investigate 183 JV cases and examine the main effect of equity investment as well as the moderating effect of ambidexterity imbalance on the relationship between JVs' knowledge exploitation and exploration of their innovation performance. We utilize proprietary Securities Data Corporation (SDC) JV data combined with the National Bureau of Economic Research's (NBER) patent dataset to develop a mediated moderation model. The model indicates that equity investment is positively related to knowledge exploitation, which in turn has a positive effect on JVs' innovation; in addition, these relationships vary alongside ambidexterity imbalance. Our findings confirm the mediating role played by knowledge exploitation in JVs' innovative activities and highlight the tradeoff between organizational ambidexterity balance and knowledge exploitation as well as its influence on JVs' innovation performance. This research illuminates the foundations of JV innovation. Managerial implications are also discussed.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135580093","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 article explores “doubting with” in collaborative management research. Extending methodological reflections on collaboration between researchers and practitioners, this article, drawing on the foundations of the pragmatist inquiry, stresses the central role of doubt and the doubtful situation in overcoming difficulties that are encountered in problem-oriented approaches. We propose guidelines for “doubting with” in collaborative research, highlighting how it transforms modes of researcher–practitioner collaboration and the opportunities it provides to restore possibilities of action with a broader social dimension. We emphasize how “doubting with” addresses the challenges of collaboration and the key implications for management research regarding the importance of keeping doubt alive in our inquiries and of doubting with practitioners.
{"title":"“Doubting with”: An opportunity to renew the debate on researcher–practitioner collaboration","authors":"Justine Arnoud, Hélène Peton","doi":"10.1111/emre.12609","DOIUrl":"10.1111/emre.12609","url":null,"abstract":"<p>This article explores “doubting with” in collaborative management research. Extending methodological reflections on collaboration between researchers and practitioners, this article, drawing on the foundations of the pragmatist inquiry, stresses the central role of doubt and the doubtful situation in overcoming difficulties that are encountered in problem-oriented approaches. We propose guidelines for “doubting with” in collaborative research, highlighting how it transforms modes of researcher–practitioner collaboration and the opportunities it provides to restore possibilities of action with a broader social dimension. We emphasize how “doubting with” addresses the challenges of collaboration and the key implications for management research regarding the importance of keeping doubt alive in our inquiries and of doubting with practitioners.</p>","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":null,"pages":null},"PeriodicalIF":3.4,"publicationDate":"2023-09-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134960138","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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