European Management Review最新文献

Fragmentation is the main obstacle to scientific progress on entrepreneurial intention. To address this issue, we systematise the current literature with a hybrid bibliometric method that combines co-citation and bibliographic coupling analysis for the first time in entrepreneurial intention studies to show the field's knowledge base and research fronts and to examine how divergent perspectives have challenged the core knowledge of the field. We highlight three recurring dimensions of entrepreneurial intention studies: (1) personal factors, (2) social factors and (3) investigational settings. In addition to introducing new constructs, divergent perspectives have emphasised the interplay between these components and challenged the mechanisms connecting them. Based on these findings, we extend previous classifications in the literature by providing a framework that integrates divergent perspectives with the field's knowledge base, helping establish future research avenues and improving the theorising process of entrepreneurial intention.

The characteristics of the working environment, particularly organisational climates, serve as fundamental tools for interpreting change-orientated behaviour. However, examining employees' norms and attitudes would help clarify the guidelines for supporting organisational change. The present study has two objectives: first, to analyse the effect of organisational climate on change-orientated behaviour, and secondly, to analyse the multiple mediation effect of both employee learning culture and perceptions of performance appraisal between the organisational climate and change-orientated behaviour. A questionnaire was distributed to a sample of 359 employees in Spain. The research model was tested using partial least squares structural equation modelling. Organisational climate was found to have a positive effect on change-orientated behaviour. Employee learning culture and perceptions of performance appraisal also partly mediated organisational climate and change behaviour. This work shows the importance of organisational climates in the development of employees' behaviour towards change.

This study provides an analysis of illegal waste disposal examining how and why it occurs, with a focus on illegal industrial dumping. Organizational resource dependency theory and the bad barrel theory are used as conceptual frameworks to highlight the reasons leading firms to engage in illegal waste disposal, influenced by the firm's operational environment and characteristics, and how firms make use of it. The effects of environmental resource dependency variables and micro variables in terms of the hazard level associated with illegal waste disposal were tested separately and jointly by means of logistic regressions. Environmental resource dependency is found to be a powerful driver of the behaviour of firms, both independently and combined with certain organizational factors, with an impact on the hazardousness of illegal waste disposal. The policy implications of the findings are discussed, and a number of suggestions for preventing illegal dumping are put forward.

We integrate the perspectives of tournament and agency theories to examine whether, how, and when external tournament incentives influence firms' corporate social irresponsibility (CSI). Using data on Chinese listed companies from 2003 to 2020, we show that external tournament incentives positively affect firms' CSI. Essentially, CEOs can use CSI to rapidly improve the firm's short-term performance and thus increase their chances of winning external tournaments. Therefore, CEOs have an incentive to push companies to implement more CSI in response to external tournament incentives. Meanwhile, we find that good external corporate governance mechanisms (short-selling pressure, marketization, and social trust) inhibit CEOs' opportunistic tendency to use CSI in response to external tournament incentives, thus attenuating the positive impact of external tournament incentives on CSI. This study extends the literature on external tournament incentives and CSI and provides important insights for shareholders and policymakers to effectively curb CSI.

The existing empirical evidence on the political directors' impact on company performance is mixed and inconclusive, suggesting that this relationship is more complex than initially hypothesised and requires further investigation. This study enhances our knowledge by exploring both political directors' direct effects and the role of moderating contextual variables. Precisely, building on resource dependence and contingency theory, we argue that political directors can positively affect company performance and that this relationship may be moderated by industry regulation and national financial systems. We tested our hypotheses using a longitudinal sample of large European listed companies. Our results highlight that political directors have a detrimental effect on firm performance, while industry regulation and credit-based financial systems positively moderate this baseline relationship. As such, our findings expand the use of resource dependence theory and provide a more contextual understanding of the impact of political directors on firm performance.

This study focuses on employees' work-related social media use. The multivalent involvement of social media in corporate processes calls for attention to how employees' social media use is conceptualized and managed. Drawing on a sample of 1179 knowledge workers, the study explores how employees perceive their communicative roles, how contextual factors shape these perceptions, and how communicative role perceptions, in turn, are associated with work-related social media use. The findings demonstrate that leadership support and employees' perceptions of the anticipated impact of their communication are positively related to role perceptions, and the more employees define their communicative roles as an expected part of their work, the more likely they are to use social media for work-related purposes. This study is highly relevant to scholars and managers as it draws attention to expanding workplace roles that emerge in relation to advancements in, and the adoption of, new information and communication technology.

Meta-organizations form to advance collective action. But collective action can be more difficult to coordinate for meta-organizations comprising governmental agencies or sovereign states, with system-level objectives often conflicting. These challenges can be more binding during a crisis, where the responses called for are outside of the original reason for the meta-organization's existence. We advance a framework for conceptualizing meta-organizations that focuses on both internal attributes and external perceptions and suggests how each may help or hinder meta-organization influence during a crisis. Using as a case study the response of the European Union (EU) to COVID-19 and, specifically, to air travel restrictions at the outbreak of the pandemic, we show how meta-organizations can have difficulties in responding expeditiously to crises, particularly when encountering contradictory system-level goals. We argue that meta-organizations must plan for crises during less turbulent times, developing the processes that contribute to the gradual creation of new system-level goals.

Due to the ongoing refugee crises, refugees and their workplace integration have attracted the attention of management scholars. The understanding of refugees varies and often lacks clarity in this emerging research. In analyzing how management scholars define the term “refugee,” detailing their approaches to heterogeneous refugee populations and outlining their assumptions about refugees' coping agency, this literature review provides a structured analysis of the emerging field's collective knowledge and theorization. We propose detailed implications to enhance the understanding of refugees in management research and show future avenues for research.

Research on how and when leader–member exchange (LMX) impacts work engagement in different public sector contexts and categories of employees is scarce. Utilising conservation of resources theory, we advance research on LMX and work engagement in two studies. Study 1 investigates the mediating role of a contextual resource (psychological safety) and an energy resource (job crafting) in a resource-rich context, and Study 2 investigates the moderating role of a personal resource (optimism) in a resource-poor context. Study 1 uses a three-wave research design with employees from the engineering and technical divisions of an Irish public utility operating in the energy market and found that both psychological safety and job crafting functioned as partial mediators. Study 2 uses a sample of teachers and tutors from three Irish local authority education and training organisations and found that subordinate optimism moderated the LMX work engagement relationship. Our study findings highlight that both psychological safety and job crafting operated as important linking mechanisms and shed light on how LMX is linked to work engagement in the case of public utility employees. We also found that employee optimism provided an explanation of when it will impact work engagement with employees working in an education context. We highlight theory and practice implications.

This research sought to uncover the role played by intellectual capital (IC) in the interplay between strategic alliances of small- and medium-sized enterprises (SMEs) and servitisation strategies. An in-depth investigation of a single case represented by an SME consortium in the elevator industry served as the empirical context. Multiple sets of data were examined by integrating the analysis of documents with the analysis of data gathered through semi-structured interviews. We found that a strategic alliance among SMEs constitutes a form of relational capital and creates/improves other components of IC that support the formulation of the servitisation strategy and enable its implementation. The development of IC triggered by the formation of a strategic alliance appears to function as a driver of the servitisation strategy and to influence the innovation process. The value of this research lies in the analysis of IC in a new context—the servitisation of SMEs through strategic alliances—that focusses on interrelations among multiple forms of capital.