This paper contributes to the literature on political corporate social responsibility (PCSR) by considering the forward-looking, political responsibilities of corporations in relation to structural injustice, based on a critical engagement with Iris Marion Young's Social Connection Model (SCM) of responsibility. Although Young's SCM serves as a key reference point in the PCSR literature, engagement with her work tends to be superficial and lacks critical engagement. By offering a more developed engagement with Young's SCM, this paper addresses several themes that have been highlighted as being insufficiently developed in the PCSR literature. In particular, this paper considers (i) the grounds for corporate political responsibility in relation to structural injustice rather than globalization; (ii) the scope of corporate political responsibilities vis-à-vis other actors; and (iii) the role of power in relation to deliberative processes and in relation to scope.
{"title":"Forward-Looking Responsibility and Political Corporate Social Responsibility","authors":"John Ferguson","doi":"10.1111/1467-8551.12801","DOIUrl":"10.1111/1467-8551.12801","url":null,"abstract":"<p>This paper contributes to the literature on political corporate social responsibility (PCSR) by considering the forward-looking, political responsibilities of corporations in relation to structural injustice, based on a critical engagement with Iris Marion Young's Social Connection Model (SCM) of responsibility. Although Young's SCM serves as a key reference point in the PCSR literature, engagement with her work tends to be superficial and lacks critical engagement. By offering a more developed engagement with Young's SCM, this paper addresses several themes that have been highlighted as being insufficiently developed in the PCSR literature. In particular, this paper considers (i) the <i>grounds</i> for corporate political responsibility in relation to structural injustice rather than globalization; (ii) the <i>scope</i> of corporate political responsibilities vis-à-vis other actors; and (iii) the role of <i>power</i> in relation to deliberative processes and in relation to scope.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":"35 3","pages":"1113-1126"},"PeriodicalIF":4.5,"publicationDate":"2024-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12801","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139762550","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Yeyao Ren, Julie Juan Li, Wenhong Zhao, Liang Zhang
The ability of organizations to remain resilient in the face of supply chain disruptions has been severely tested due to their increased frequency and impact. This study leverages the adaptive cycle framework to investigate the intricate dynamics between supply concentration and organizational resilience. We unveil a paradox where, up to a critical threshold, supply concentration fortifies resilience through tight-knit buyer–supplier relationships and a bolstered resource base. Yet, surpassing this tipping point precipitates a rigidity trap, eroding the resilience fabric of organizations. Additionally, we scrutinize the nuanced roles of three dimensions of entrepreneurial orientation – proactiveness, innovativeness and risk-taking – in shaping this complex interplay. We test our hypotheses using both secondary and primary data collected from Chinese firms, employing ordinary least-squares regression and survival analysis. The results show that an inverted U-shaped relationship emerges between supply concentration and organizational resilience. Furthermore, our research generally confirms the conjectured moderating influences of entrepreneurial orientation dimensions, enriching our understanding of how they calibrate the balance between concentration benefits and vulnerabilities. This study offers a new perspective on the implications of supply concentration for organizational resilience and contributes to the intersection of supply chain management, organizational resilience and entrepreneurship.
由于供应链中断的频率和影响不断增加,组织在供应链中断面前保持复原力的能力受到了严峻考验。本研究利用适应性循环框架来研究供应集中与组织复原力之间错综复杂的动态关系。我们揭示了一个悖论,即在达到临界点之前,供应集中会通过紧密的买方-供应商关系和强化的资源基础来加强复原力。然而,一旦超过这个临界点,就会出现僵化陷阱,侵蚀组织的复原力结构。此外,我们还仔细研究了创业导向的三个维度--主动性、创新性和冒险性--在形成这种复杂的相互作用中的微妙作用。我们利用从中国企业收集到的二手数据和一手数据,采用普通最小二乘法回归和生存分析来验证我们的假设。结果表明,供应集中度与组织复原力之间存在倒 U 型关系。此外,我们的研究总体上证实了创业导向维度的调节作用,丰富了我们对创业导向维度如何校准集中效益与脆弱性之间平衡的理解。本研究为供应集中对组织复原力的影响提供了一个新视角,并为供应链管理、组织复原力和创业精神的交叉研究做出了贡献。
{"title":"The Delicate Equilibrium: Unveiling the Curvilinear Nexus Between Supply Concentration and Organizational Resilience","authors":"Yeyao Ren, Julie Juan Li, Wenhong Zhao, Liang Zhang","doi":"10.1111/1467-8551.12800","DOIUrl":"10.1111/1467-8551.12800","url":null,"abstract":"<p>The ability of organizations to remain resilient in the face of supply chain disruptions has been severely tested due to their increased frequency and impact. This study leverages the adaptive cycle framework to investigate the intricate dynamics between supply concentration and organizational resilience. We unveil a paradox where, up to a critical threshold, supply concentration fortifies resilience through tight-knit buyer–supplier relationships and a bolstered resource base. Yet, surpassing this tipping point precipitates a rigidity trap, eroding the resilience fabric of organizations. Additionally, we scrutinize the nuanced roles of three dimensions of entrepreneurial orientation – proactiveness, innovativeness and risk-taking – in shaping this complex interplay. We test our hypotheses using both secondary and primary data collected from Chinese firms, employing ordinary least-squares regression and survival analysis. The results show that an inverted U-shaped relationship emerges between supply concentration and organizational resilience. Furthermore, our research generally confirms the conjectured moderating influences of entrepreneurial orientation dimensions, enriching our understanding of how they calibrate the balance between concentration benefits and vulnerabilities. This study offers a new perspective on the implications of supply concentration for organizational resilience and contributes to the intersection of supply chain management, organizational resilience and entrepreneurship.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":"35 4","pages":"1935-1960"},"PeriodicalIF":4.5,"publicationDate":"2024-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139806193","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Creativity is key for organizations’ ability to remain relevant in today's disruptive world. In this paper, we identify new ways in which organizations can use artificial intelligence (AI) more effectively for creativity. Drawing on the resource-based view as a background mechanism, we developed and empirically tested a new integrative model. We collected the research data via a large survey of managers distributed to 600 organizations in China. Our findings show that coupling AI capability with strategic agility can directly support creativity. It also mediates the effects of ambidexterity, customer orientation and competitor orientation on organizations’ creativity and performance when developing new products and services. In addition, our findings show that coupling AI capability and strategic agility can significantly improve firms’ new product creativity and new service development performance when there is a high level of government institutional support. Our findings provide theoretical and practical implications for academics and practitioners interested in managing AI for organizational creativity.
{"title":"Coupling Artificial Intelligence Capability and Strategic Agility for Enhanced Product and Service Creativity","authors":"Nisreen Ameen, Shlomo Tarba, Jun-Hwa Cheah, Senmao Xia, Gagan Deep Sharma","doi":"10.1111/1467-8551.12797","DOIUrl":"10.1111/1467-8551.12797","url":null,"abstract":"<p>Creativity is key for organizations’ ability to remain relevant in today's disruptive world. In this paper, we identify new ways in which organizations can use artificial intelligence (AI) more effectively for creativity. Drawing on the resource-based view as a background mechanism, we developed and empirically tested a new integrative model. We collected the research data via a large survey of managers distributed to 600 organizations in China. Our findings show that coupling AI capability with strategic agility can directly support creativity. It also mediates the effects of ambidexterity, customer orientation and competitor orientation on organizations’ creativity and performance when developing new products and services. In addition, our findings show that coupling AI capability and strategic agility can significantly improve firms’ new product creativity and new service development performance when there is a high level of government institutional support. Our findings provide theoretical and practical implications for academics and practitioners interested in managing AI for organizational creativity.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":"35 4","pages":"1916-1934"},"PeriodicalIF":4.5,"publicationDate":"2024-02-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12797","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139807086","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Business and human rights (BHR) scholarship examines the role of business in human rights violations as well as business responsibilities to respect human rights and to provide remedy where needed. BHR scholarship has been thriving over the last several decades, but it is at a turning point that begs for increased cross-disciplinary exchange. We argue that dealing systematically and explicitly with a human rights perspective in management and organization studies provides BHR scholarship with a new impetus as well as with alternative perspectives on how to understand and further advance human rights obligations on businesses. We advance two BHR conceptualizations that will provide guidance for integrating human rights in management with organization studies research and thereby enlarge the cross-disciplinary conversation on BHR: BHR as Global Governance and BHR as Sensemaking. This paper expands existing management and organization studies constructs, invites management and organization studies scholars to provide their insights into this important research domain, and discusses the implications of human rights for the firm.
{"title":"The Importance of Human Rights for Management and Organization Studies","authors":"Judith Schrempf-Stirling, Harry J. Van Buren III","doi":"10.1111/1467-8551.12799","DOIUrl":"10.1111/1467-8551.12799","url":null,"abstract":"<p>Business and human rights (BHR) scholarship examines the role of business in human rights violations as well as business responsibilities to respect human rights and to provide remedy where needed. BHR scholarship has been thriving over the last several decades, but it is at a turning point that begs for increased cross-disciplinary exchange. We argue that dealing systematically and explicitly with a human rights perspective in management and organization studies provides BHR scholarship with a new impetus as well as with alternative perspectives on how to understand and further advance human rights obligations on businesses. We advance two BHR conceptualizations that will provide guidance for integrating human rights in management with organization studies research and thereby enlarge the cross-disciplinary conversation on BHR: BHR as Global Governance and BHR as Sensemaking. This paper expands existing management and organization studies constructs, invites management and organization studies scholars to provide their insights into this important research domain, and discusses the implications of human rights for the firm.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":"35 3","pages":"1127-1140"},"PeriodicalIF":4.5,"publicationDate":"2024-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12799","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139679887","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
While corporate social responsibility (CSR) research is now impressively broad, we identify fresh opportunities at the intersection of feminist and critical analysis to reframe this field as a force for good. We focus on the epistemological grounding of CSR in its potential to understand and change how managerial activity is interpreted and influenced for progressive ends. We approach this through a reading of the debate on CSR's limited practical use, to imagine a better methodological and purposeful future for CSR. This involves a different, feminist, political and ethical stance for researchers in relation to CSR as an object, to bring CSR theory and practice into alignment in order to revive its sense of purpose as a driving organizational force for good. Our change-orientated approach is based on a reading of Judith Butler's notion of critique as praxis of values; it is politically aware, reflexive, and focused on the goal of good organization to address grand, often existential, challenges. We conclude by showing how this approach to CSR brings a more transparent way of analysing practice, requiring reflexive action on the part of those working with CSR initiatives both as practitioners and as researchers to co-produce better futures.
{"title":"Feminist Corporate Social Responsibility: Reframing CSR as a Critical Force for Good","authors":"Laura J. Spence, Scott Taylor","doi":"10.1111/1467-8551.12798","DOIUrl":"10.1111/1467-8551.12798","url":null,"abstract":"<p>While corporate social responsibility (CSR) research is now impressively broad, we identify fresh opportunities at the intersection of feminist and critical analysis to reframe this field as a force for good. We focus on the epistemological grounding of CSR in its potential to understand and change how managerial activity is interpreted and influenced for progressive ends. We approach this through a reading of the debate on CSR's limited practical use, to imagine a better methodological and purposeful future for CSR. This involves a different, feminist, political and ethical stance for researchers in relation to CSR as an object, to bring CSR theory and practice into alignment in order to revive its sense of purpose as a driving organizational force for good. Our change-orientated approach is based on a reading of Judith Butler's notion of critique as praxis of values; it is politically aware, reflexive, and focused on the goal of good organization to address grand, often existential, challenges. We conclude by showing how this approach to CSR brings a more transparent way of analysing practice, requiring reflexive action on the part of those working with CSR initiatives both as practitioners and as researchers to co-produce better futures.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":"35 3","pages":"1198-1208"},"PeriodicalIF":4.5,"publicationDate":"2024-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12798","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139826502","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Martin R. Edwards, Jukka Lipponen, Janne Kaltiainen, Matthew Hornsey
Mergers potentially threaten employees’ organizational identities. For some, a merger could be a trigger to seek employment elsewhere, but the factors associated with increased withdrawal cognitions post-merger necessitate further research. Using a longitudinal, pre- and post-merger design, we investigated two competing predictions drawing on social identity theory: a vulnerability hypothesis (high identification with the pre-merger organization will be associated with increased withdrawal cognitions over time) versus a buffer hypothesis (high pre-merger identification will be associated with decreased withdrawal cognitions over time). Employees from two public sector organizations were surveyed two months before and 22 months after a merger (N = 869). Consistent with the buffer hypothesis, higher pre-merger identification was associated with lower pre-to-post-merger withdrawal cognitions. We found that this relationship was moderated by both pre-merger professional and workgroup identification, highlighting the importance of considering multifoci identification patterns in a merger context. Findings indicate that work-related identification plays a key buffering role through organizational-level change, with pre-merger identification potentially helping retain staff through the merger storm. Thus, our study contributes to social identity theory by showing that an abundance of pre-merger identification forms should help employees navigate the challenges faced during the change experienced with an organizational merger.
{"title":"Do Pre-merger Loyalties Help or Hinder Post-merger Retention? A Longitudinal Study","authors":"Martin R. Edwards, Jukka Lipponen, Janne Kaltiainen, Matthew Hornsey","doi":"10.1111/1467-8551.12789","DOIUrl":"10.1111/1467-8551.12789","url":null,"abstract":"<p>Mergers potentially threaten employees’ organizational identities. For some, a merger could be a trigger to seek employment elsewhere, but the factors associated with increased withdrawal cognitions post-merger necessitate further research. Using a longitudinal, pre- and post-merger design, we investigated two competing predictions drawing on social identity theory: a vulnerability hypothesis (high identification with the pre-merger organization will be associated with increased withdrawal cognitions over time) versus a buffer hypothesis (high pre-merger identification will be associated with decreased withdrawal cognitions over time). Employees from two public sector organizations were surveyed two months before and 22 months after a merger (N = 869). Consistent with the buffer hypothesis, higher pre-merger identification was associated with lower pre-to-post-merger withdrawal cognitions. We found that this relationship was moderated by both pre-merger professional and workgroup identification, highlighting the importance of considering multifoci identification patterns in a merger context. Findings indicate that work-related identification plays a key buffering role through organizational-level change, with pre-merger identification potentially helping retain staff through the merger storm. Thus, our study contributes to social identity theory by showing that an abundance of pre-merger identification forms should help employees navigate the challenges faced during the change experienced with an organizational merger.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":"35 4","pages":"1746-1762"},"PeriodicalIF":4.5,"publicationDate":"2024-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12789","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139584069","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study develops a theory concerning the ways in which firms manage knowledge search in relation to the search behaviours of competitors. While the search behaviours of competitors provide information cues regarding the possible distribution of valuable innovation opportunities in the knowledge space, a focal firm may search with competitors synchronously (i.e. searching with competitors in the same knowledge areas at the same time) or asynchronously (i.e. searching in different knowledge areas from competitors). This study examines the quest for legitimacy under institutional pressure as a key contingency that shapes firms’ propensity to search with competitors synchronously or asynchronously. Focusing on scrutiny by security analysts as a source of institutional pressure, and employing mergers and acquisitions of brokerage houses as a natural experiment that results in exogenous drops in analyst coverage, this study finds that firms are more prone to search with competitors asynchronously following an exogenous drop in analyst coverage, providing support to the theory. Additional analysis shows that the positive relationship between an exogenous drop in analyst coverage and a firm's asynchronous search behaviour is less pronounced when the firm in question has proven its ability to capture valuable innovation opportunities via high innovation performance.
{"title":"Analyst Coverage and Synchronous Knowledge Search: Evidence from a Natural Experiment","authors":"Fenglong Xiao","doi":"10.1111/1467-8551.12796","DOIUrl":"10.1111/1467-8551.12796","url":null,"abstract":"<p>This study develops a theory concerning the ways in which firms manage knowledge search in relation to the search behaviours of competitors. While the search behaviours of competitors provide information cues regarding the possible distribution of valuable innovation opportunities in the knowledge space, a focal firm may search with competitors synchronously (i.e. searching with competitors in the same knowledge areas at the same time) or asynchronously (i.e. searching in different knowledge areas from competitors). This study examines the quest for legitimacy under institutional pressure as a key contingency that shapes firms’ propensity to search with competitors synchronously or asynchronously. Focusing on scrutiny by security analysts as a source of institutional pressure, and employing mergers and acquisitions of brokerage houses as a natural experiment that results in exogenous drops in analyst coverage, this study finds that firms are more prone to search with competitors asynchronously following an exogenous drop in analyst coverage, providing support to the theory. Additional analysis shows that the positive relationship between an exogenous drop in analyst coverage and a firm's asynchronous search behaviour is less pronounced when the firm in question has proven its ability to capture valuable innovation opportunities via high innovation performance.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":"35 4","pages":"1901-1915"},"PeriodicalIF":4.5,"publicationDate":"2024-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139583898","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Innovative search is a critical component of strategic decision making, and its different dimensions convey various levels of risk. Prior research on the behavioural theory of the firm has focused on motivation logic or capacity logic to predict the effects of performance feedback on risk taking but has paid limited attention to their joint effects. To construct a comprehensive framework in the behavioural theory of the firm, we consider both motivation and capacity logic to analyse the impact of performance feedback on risk taking. We argue that underperformance feedback positively affects innovative search scope and that overperformance feedback entails a U-shaped relationship with innovative search scope, while innovative search depth shows the opposite trend. Using a unique dataset consisting of 9,730 firm-year observations of 2,102 Chinese listed firms from 2008 to 2018, we conduct fixed-effect regression analyses to test our hypotheses and find support for most theoretical predictions. We also identify the boundary roles of environmental dynamism. This study contributes to the literature on the behavioural theory of the firm by predicting innovative search strategies using a consistent and integrative framework.
{"title":"Performance Feedback and Innovative Search Strategies: An Integrative Perspective of Motivation and Capacity for Risk Taking","authors":"Zhiqun Zhang, Xin Gu, Xue Yang","doi":"10.1111/1467-8551.12794","DOIUrl":"10.1111/1467-8551.12794","url":null,"abstract":"<p>Innovative search is a critical component of strategic decision making, and its different dimensions convey various levels of risk. Prior research on the behavioural theory of the firm has focused on motivation logic or capacity logic to predict the effects of performance feedback on risk taking but has paid limited attention to their joint effects. To construct a comprehensive framework in the behavioural theory of the firm, we consider both motivation and capacity logic to analyse the impact of performance feedback on risk taking. We argue that underperformance feedback positively affects innovative search scope and that overperformance feedback entails a U-shaped relationship with innovative search scope, while innovative search depth shows the opposite trend. Using a unique dataset consisting of 9,730 firm-year observations of 2,102 Chinese listed firms from 2008 to 2018, we conduct fixed-effect regression analyses to test our hypotheses and find support for most theoretical predictions. We also identify the boundary roles of environmental dynamism. This study contributes to the literature on the behavioural theory of the firm by predicting innovative search strategies using a consistent and integrative framework.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":"35 4","pages":"1867-1885"},"PeriodicalIF":4.5,"publicationDate":"2024-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139607800","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Olivia Brown, Robert M. Davison, Stephanie Decker, David A. Ellis, James Faulconbridge, Julie Gore, Michelle Greenwood, Gazi Islam, Christina Lubinski, Niall G. MacKenzie, Renate Meyer, Daniel Muzio, Paolo Quattrone, M. N. Ravishankar, Tammar Zilber, Shuang Ren, Riikka M. Sarala, Paul Hibbert
<p>Shuang Ren, Riikka M. Sarala, Paul Hibbert</p><p>The advent of generative artificial intelligence (GAI) has sparked both enthusiasm and anxiety as different stakeholders grapple with the potential to reshape the business and management landscape. This dynamic discourse extends beyond GAI itself to encompass closely related innovations that have existed for some time, for example, machine learning, thereby creating a collective anticipation of opportunities and dilemmas surrounding the transformative or disruptive capacities of these emerging technologies. Recently, ChatGPT's ability to access information from the web in real time marks a significant advancement with profound implications for businesses. This feature is argued to enhance the model's capacity to provide up-to-date, contextually relevant information, enabling more dynamic customer interactions. For businesses, this could mean improvements in areas like market analysis, trend tracking, customer service and real-time data-driven problem-solving. However, this also raises concerns about the accuracy and reliability of the information sourced, given the dynamic and sometimes unverified nature of web content. Additionally, real-time web access might complicate data privacy and security, as the boundaries of GAI interactions extend into the vast and diverse Internet landscape. These factors necessitate a careful and responsible approach to evaluating and using advanced GAI capabilities in business and management contexts.</p><p>GAI is attracting much interest both in the academic and business practitioner literature. A quick search in Google Scholar, using the search terms ‘generative artificial intelligence’ and ‘business’ or ‘management’, yields approximately 1740 results. Within this extensive repository, scholars delve into diverse facets, exploring GAI's potential applications across various business and management functions, contemplating its implications for management educators and scrutinizing specific technological applications. Learned societies such as the British Academy of Management have also joined forces in leading the discussion on AI and digitalization in business and management academe. Meanwhile, practitioners and consultants alike (e.g. McKinsey & Company, PWC, World Economic Forum) have produced dedicated discussions, reports and forums to offer insights into the multifaceted impacts and considerations surrounding the integration of GAI in contemporary business and management practices. Table 1 illustrates some current applications of GAI as documented in the practitioner literature.</p><p>In an attempt to capture the new opportunities and challenges brought about by this technology and to hopefully find a way forward to guide research and practice, management journals have been swift to embrace the trend, introducing special issues on GAI. These issues aim to promote intellectual debate, for instance in relation to specific business disciplines (e.g. Benbya,
{"title":"Theory-Driven Perspectives on Generative Artificial Intelligence in Business and Management","authors":"Olivia Brown, Robert M. Davison, Stephanie Decker, David A. Ellis, James Faulconbridge, Julie Gore, Michelle Greenwood, Gazi Islam, Christina Lubinski, Niall G. MacKenzie, Renate Meyer, Daniel Muzio, Paolo Quattrone, M. N. Ravishankar, Tammar Zilber, Shuang Ren, Riikka M. Sarala, Paul Hibbert","doi":"10.1111/1467-8551.12788","DOIUrl":"https://doi.org/10.1111/1467-8551.12788","url":null,"abstract":"<p>Shuang Ren, Riikka M. Sarala, Paul Hibbert</p><p>The advent of generative artificial intelligence (GAI) has sparked both enthusiasm and anxiety as different stakeholders grapple with the potential to reshape the business and management landscape. This dynamic discourse extends beyond GAI itself to encompass closely related innovations that have existed for some time, for example, machine learning, thereby creating a collective anticipation of opportunities and dilemmas surrounding the transformative or disruptive capacities of these emerging technologies. Recently, ChatGPT's ability to access information from the web in real time marks a significant advancement with profound implications for businesses. This feature is argued to enhance the model's capacity to provide up-to-date, contextually relevant information, enabling more dynamic customer interactions. For businesses, this could mean improvements in areas like market analysis, trend tracking, customer service and real-time data-driven problem-solving. However, this also raises concerns about the accuracy and reliability of the information sourced, given the dynamic and sometimes unverified nature of web content. Additionally, real-time web access might complicate data privacy and security, as the boundaries of GAI interactions extend into the vast and diverse Internet landscape. These factors necessitate a careful and responsible approach to evaluating and using advanced GAI capabilities in business and management contexts.</p><p>GAI is attracting much interest both in the academic and business practitioner literature. A quick search in Google Scholar, using the search terms ‘generative artificial intelligence’ and ‘business’ or ‘management’, yields approximately 1740 results. Within this extensive repository, scholars delve into diverse facets, exploring GAI's potential applications across various business and management functions, contemplating its implications for management educators and scrutinizing specific technological applications. Learned societies such as the British Academy of Management have also joined forces in leading the discussion on AI and digitalization in business and management academe. Meanwhile, practitioners and consultants alike (e.g. McKinsey & Company, PWC, World Economic Forum) have produced dedicated discussions, reports and forums to offer insights into the multifaceted impacts and considerations surrounding the integration of GAI in contemporary business and management practices. Table 1 illustrates some current applications of GAI as documented in the practitioner literature.</p><p>In an attempt to capture the new opportunities and challenges brought about by this technology and to hopefully find a way forward to guide research and practice, management journals have been swift to embrace the trend, introducing special issues on GAI. These issues aim to promote intellectual debate, for instance in relation to specific business disciplines (e.g. Benbya,","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":"35 1","pages":"3-23"},"PeriodicalIF":5.6,"publicationDate":"2024-01-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12788","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139504601","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This study explores the third type of agency problem concerning the tension between shareholders and stakeholders. It does so by analysing whether small and medium-sized enterprises (SMEs) eligible for a temporary debt suspension programme favour the short-term interests of their shareholders or stakeholders, or the firm's long-term competitiveness. Using information from an Italian debt moratorium programme aimed at alleviating the financial pressure on SMEs during the financial crisis, we built a rich database of 37,465 limited liability companies eligible for the programme between 2006 and 2015. We then used a difference-in-differences model to analyse the data. Our findings indicate that the debt suspension programme, designed to help eligible firms survive temporary financial constraints, did promote their long-term competitiveness. However, it also produced some undesirable consequences, such as benefiting shareholders in the short term at the expense of other key stakeholders.
{"title":"Exploring the Third Type of Agency Problem: An Empirical Study of the Impact of Debt Suspension Programmes on SMEs’ Resource Allocations","authors":"Riccardo Savio, Franceso Castellaneta, Silvio Vismara, Alessandro Zattoni","doi":"10.1111/1467-8551.12795","DOIUrl":"10.1111/1467-8551.12795","url":null,"abstract":"<p>This study explores the third type of agency problem concerning the tension between shareholders and stakeholders. It does so by analysing whether small and medium-sized enterprises (SMEs) eligible for a temporary debt suspension programme favour the short-term interests of their shareholders or stakeholders, or the firm's long-term competitiveness. Using information from an Italian debt moratorium programme aimed at alleviating the financial pressure on SMEs during the financial crisis, we built a rich database of 37,465 limited liability companies eligible for the programme between 2006 and 2015. We then used a difference-in-differences model to analyse the data. Our findings indicate that the debt suspension programme, designed to help eligible firms survive temporary financial constraints, did promote their long-term competitiveness. However, it also produced some undesirable consequences, such as benefiting shareholders in the short term at the expense of other key stakeholders.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":"35 4","pages":"1886-1900"},"PeriodicalIF":4.5,"publicationDate":"2024-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12795","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139517236","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}