European Management Review最新文献

Family owners monitor managers, attenuating principal–agent conflicts and improving firm performance. However, family owners also appropriate resources, creating principal–principal conflicts that harm firm performance. Although these effects occur simultaneously, research does not explain when one outweighs the other. We theorize that agency costs are minimized when the family's involvement on the board of directors is proportional to its ownership; too little board involvement fuels principal–agent conflicts, and too much fuels principal–principal conflicts. Consistent with our theorizing, evidence from French panel data shows firm performance increases as family board involvement and family ownership jointly increase, and performance is maximized when family board involvement and family ownership are proportional.

Given the influence of agency theory, corporate governance is tightly associated with the idea of monitoring. But what happens when the decision-maker must act in an uncertain, open-ended world? In this article, we propose a typology of firms' projects drawing on two parameters stemming from recent advancements in creativity theory: opacity and unlikelihood. This results in a matrix with four types of projects that display different qualities of entrepreneurialness: replicative projects, incubation projects, insightful projects, and innovative projects. We draw on the knowledge governance literature to suggest mechanisms and strategies of governance based on the prevailing type of project that the organization pursues. Our framework contributes to the theoretical understanding of the interplay between governance, creativity, and entrepreneurship literature while offering practical insights for designing better-tailored governance mechanisms that align with a firm's prevailing project type.

Existing scholarship offers a comprehensive understanding of the concept and purposes of human resource analytics (HRA). However, how HRA is carried out in practice in organisations is still under-researched. We examine the practice of HRA through a systematic review across three disciplines, namely, human resource management, business analytics and management information systems while using a process lens: the knowledge discovery process (KDD) model. A hundred and three high-end quality manuscripts were analysed. Our findings show that the scope of HRA is expanding both in the use of HR and business data and certain sophisticated statistical techniques. However, much needs to be done to uncover the measurable impact of HRA on HR and business outcomes.

We set out to investigate how organizations respond to the variety of requirements as experienced in their pluralizing institutional environments. We found that, in addition to acquiescence and compromise, Dutch vocational education and training (VET) organizations predominantly respond with cooperation and coordination strategies. Extensive multistage qualitative data analysis of 26 semi-structured in-depth interviews with management team (MT) members showed that cooperation and coordination are viable and effective response strategies to face a divergent and highly differentiated set of sometimes-conflicting institutional requirements. Our study advances understanding of how organizations deploy strategic choice to arrive at their strategic responses. It offers organizational leaders, legislators, policymakers, and other constituents' insights into complex reality of how contemporary organizations actually relate to and act in their pluralizing institutional environments.

Crafting and publishing high-quality literature reviews is a challenging journey. In this Viewpoint article, I outline what authors should consider when submitting a stand-alone literature review or a manuscript containing a literature review section to the European Management Review. I focus on five selected themes and offer recommendations to authors. I also address reviewers and editors when relating some of my observations to the “An A is an A” mentality debate.

While the personal and social benefits of generosity have been demonstrated in sociological studies, little is known about the levers and mechanisms of generosity within organizations. This article explores how members of a social and educational organization can participate in the culture of generosity. Based on an analysis of 89 semi-structured interviews with members of five different institutions oriented toward youth education, the authors provide insight into the different ways to contribute to disseminating generosity. Our study reveals how certain managerial practices can be effective levers for developing generalized generosity within an educational organization. We also show that each member of this type of organization is assigned specific roles of giver and receiver to enable their participation in the educational project.

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.