Pub Date : 2018-10-01DOI: 10.1108/CCSM-08-2017-0105
C. M. Cordeiro
Purpose The purpose of this paper is to reframe the role and function of perceived “bad English” in an international business (IB) context to illustrate that “bad English” could in fact facilitate cross-cultural communication in individuals who do not have English as first language. Design/methodology/approach This study uses the Bakhtinian concept of heteroglossia as a theoretical framework. For the method of analysis, applied linguistics is used in particular through the lens of systemic functional linguistics (SFL) as discourse analysis method to analyze transcribed interview texts. Data collection is via long interviews with 33 top level managers in Swedish managed organizations in Singapore offices. Findings The study illustrates, through respondent interviews and discourse analysis, that perceived “bad English” could help facilitate communication across cultures in a cross-cultural working context. The study also shows how different individuals, depending on personal experience and cultural background, employ different means to navigate and manage language differences at work. Research limitations/implications The findings confirm a Baktinian perspective of language as a heteroglot, where individual identities and understanding of context at work including work behavior are an amalgamation of collected experiences. While many individuals who do not have English as mother tongue might feel embarrassed by their poor English, this study shows that there are many Englishes existing in different working contexts. This study has a limited sample of respondents, pertaining to Swedish and Singaporean top managers in Swedish managed organizations in Singapore. Practical implications This study could be useful for multinational corporations that are interested in strategically managing their corporate language policies, taking into account cognitive differences or cultural identities in different offices worldwide. Social implications At a social level, Bakhtin’s language as a heteroglot brings to awareness that at any one time, while individuals are drawn to identify with their dominant (national) culture and language, in effect, with increased contact with other cultures in working environments, both language and cultural identities shift and evolve with the workplace. Originality/value This study contributes to the growing language in IB research. The novelty in this study is the employment of a Bakhtinian perspective and specifically the employment of SFL as a method of data analysis.
{"title":"Language as heteroglot","authors":"C. M. Cordeiro","doi":"10.1108/CCSM-08-2017-0105","DOIUrl":"https://doi.org/10.1108/CCSM-08-2017-0105","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to reframe the role and function of perceived “bad English” in an international business (IB) context to illustrate that “bad English” could in fact facilitate cross-cultural communication in individuals who do not have English as first language.\u0000\u0000\u0000Design/methodology/approach\u0000This study uses the Bakhtinian concept of heteroglossia as a theoretical framework. For the method of analysis, applied linguistics is used in particular through the lens of systemic functional linguistics (SFL) as discourse analysis method to analyze transcribed interview texts. Data collection is via long interviews with 33 top level managers in Swedish managed organizations in Singapore offices.\u0000\u0000\u0000Findings\u0000The study illustrates, through respondent interviews and discourse analysis, that perceived “bad English” could help facilitate communication across cultures in a cross-cultural working context. The study also shows how different individuals, depending on personal experience and cultural background, employ different means to navigate and manage language differences at work.\u0000\u0000\u0000Research limitations/implications\u0000The findings confirm a Baktinian perspective of language as a heteroglot, where individual identities and understanding of context at work including work behavior are an amalgamation of collected experiences. While many individuals who do not have English as mother tongue might feel embarrassed by their poor English, this study shows that there are many Englishes existing in different working contexts. This study has a limited sample of respondents, pertaining to Swedish and Singaporean top managers in Swedish managed organizations in Singapore.\u0000\u0000\u0000Practical implications\u0000This study could be useful for multinational corporations that are interested in strategically managing their corporate language policies, taking into account cognitive differences or cultural identities in different offices worldwide.\u0000\u0000\u0000Social implications\u0000At a social level, Bakhtin’s language as a heteroglot brings to awareness that at any one time, while individuals are drawn to identify with their dominant (national) culture and language, in effect, with increased contact with other cultures in working environments, both language and cultural identities shift and evolve with the workplace.\u0000\u0000\u0000Originality/value\u0000This study contributes to the growing language in IB research. The novelty in this study is the employment of a Bakhtinian perspective and specifically the employment of SFL as a method of data analysis.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2018-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-08-2017-0105","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47701723","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-10-01DOI: 10.1108/CCSM-10-2018-219
K. Au
{"title":"Editorial for the special section: transgenerational entrepreneurship in the global world","authors":"K. Au","doi":"10.1108/CCSM-10-2018-219","DOIUrl":"https://doi.org/10.1108/CCSM-10-2018-219","url":null,"abstract":"","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2018-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-10-2018-219","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44832045","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-09-21DOI: 10.1108/CCSM-10-2017-0139
Dennis D. Fehrenbacher, P. Roetzel, Burkhard Pedell
Purpose Cultural studies in business and economics research are still limited to particular cultures. Knowledge on cultural differences may help international corporations to adapt management practices according to the markets they are operating in. The purpose of this paper is to study the issue of escalation of commitment and framing in a new cultural setting involving Germany and Vietnam. This setting is unique and particularly interesting, for Germany being the biggest European market and Vietnam being one of the fastest growing emerging markets in Asia. Design/methodology/approach The authors use a lab experiment with student participants from Germany and Vietnam. Findings In a 2×2 in between-experiment, the authors find strong support that Vietnamese participants have a stronger tendency to invest additional resources and evidence that negatively framed information leads to the higher escalation of commitment. Implications are discussed. Originality/value The unique empirical comparison is important because differences between other western and eastern countries do not necessarily generalize to the setting.
{"title":"The influence of culture and framing on investment decision-making","authors":"Dennis D. Fehrenbacher, P. Roetzel, Burkhard Pedell","doi":"10.1108/CCSM-10-2017-0139","DOIUrl":"https://doi.org/10.1108/CCSM-10-2017-0139","url":null,"abstract":"\u0000Purpose\u0000Cultural studies in business and economics research are still limited to particular cultures. Knowledge on cultural differences may help international corporations to adapt management practices according to the markets they are operating in. The purpose of this paper is to study the issue of escalation of commitment and framing in a new cultural setting involving Germany and Vietnam. This setting is unique and particularly interesting, for Germany being the biggest European market and Vietnam being one of the fastest growing emerging markets in Asia.\u0000\u0000\u0000Design/methodology/approach\u0000The authors use a lab experiment with student participants from Germany and Vietnam.\u0000\u0000\u0000Findings\u0000In a 2×2 in between-experiment, the authors find strong support that Vietnamese participants have a stronger tendency to invest additional resources and evidence that negatively framed information leads to the higher escalation of commitment. Implications are discussed.\u0000\u0000\u0000Originality/value\u0000The unique empirical comparison is important because differences between other western and eastern countries do not necessarily generalize to the setting.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2018-09-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-10-2017-0139","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47620836","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-09-07DOI: 10.1108/CCSM-05-2017-0054
A. Lucia-Casademunt, Deybbi Cuéllar-Molina, A. M. García-Cabrera
Purpose Organisational change is increasingly important and interesting to study. Change may affect employees’ attitudes and impact on their well-being. In this regard, it is important to examine how organisations enhance employees’ well-being when the competitive environment requires organisational changes whose implementation could cause well-being to deteriorate. Research suggests that human resource management practices (HRMPs) may have a positive impact on well-being. However, there is little research that analyses how the internal and external contexts of changing organisations may influence the outcome of HRMPs as regards well-being, which is of interest as it pertains to the application of suitable HRMPs in every setting. Thus, to address this research gap, the purpose of this paper is to analyse how employees’ perceptions of HRMPs and support from supervisors enhance well-being, taking into account the national cultural context of organisations. Design/methodology/approach Linear regression models tested the proposed hypotheses on a sample of 10,866 employees from 18 European countries who participated in the Fifth European Working Conditions Survey. Of the total sample, 5,646 respondents were involved in substantial restructuring and organisational change. Findings Results confirm the importance of national “uncertainty avoidance” values in the choice of the proper HRMPs to enhance employees’ well-being. Originality/value The literature highlights that HRMPs and supervisor support have a positive impact on well-being, and it also warns that national culture may condition the outcomes of human resource (HR) interventions. Based on this, the current study analyses how such HR interventions enhance well-being, taking into account national cultural context of organisations in both stable contexts and those involving change.
{"title":"The role of human resource practices and managers in the development of well-being","authors":"A. Lucia-Casademunt, Deybbi Cuéllar-Molina, A. M. García-Cabrera","doi":"10.1108/CCSM-05-2017-0054","DOIUrl":"https://doi.org/10.1108/CCSM-05-2017-0054","url":null,"abstract":"\u0000Purpose\u0000Organisational change is increasingly important and interesting to study. Change may affect employees’ attitudes and impact on their well-being. In this regard, it is important to examine how organisations enhance employees’ well-being when the competitive environment requires organisational changes whose implementation could cause well-being to deteriorate. Research suggests that human resource management practices (HRMPs) may have a positive impact on well-being. However, there is little research that analyses how the internal and external contexts of changing organisations may influence the outcome of HRMPs as regards well-being, which is of interest as it pertains to the application of suitable HRMPs in every setting. Thus, to address this research gap, the purpose of this paper is to analyse how employees’ perceptions of HRMPs and support from supervisors enhance well-being, taking into account the national cultural context of organisations.\u0000\u0000\u0000Design/methodology/approach\u0000Linear regression models tested the proposed hypotheses on a sample of 10,866 employees from 18 European countries who participated in the Fifth European Working Conditions Survey. Of the total sample, 5,646 respondents were involved in substantial restructuring and organisational change.\u0000\u0000\u0000Findings\u0000Results confirm the importance of national “uncertainty avoidance” values in the choice of the proper HRMPs to enhance employees’ well-being.\u0000\u0000\u0000Originality/value\u0000The literature highlights that HRMPs and supervisor support have a positive impact on well-being, and it also warns that national culture may condition the outcomes of human resource (HR) interventions. Based on this, the current study analyses how such HR interventions enhance well-being, taking into account national cultural context of organisations in both stable contexts and those involving change.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2018-09-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-05-2017-0054","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44056813","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-09-05DOI: 10.1108/CCSM-04-2017-0046
C. Lakshman, Kubilay Gok, L. Vo
Purpose Although the international business literature has examined leader traits that are desirable in different cultures, it has not examined critical behaviors or managerial attributions of credit and blame. Credit and blame attributions have important consequences for the desirability of leadership across cultures. Arguing that these types of managerial attributions are likely to have a strong impact on what constitutes desirable leadership; the authors examine them in five countries, namely, USA, France, India, Turkey and Vietnam. The purpose of this paper is to contribute by examining the influence of credit and blame attributions on subordinate satisfaction and leadership perceptions (desirability), unaddressed in the literature. Design/methodology/approach The model was tested using questionnaire responses of subordinates in a variety of business organizations, from the five countries indicated, including manufacturing, telecommunication, financial and other services. Findings Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures. The results are supportive of the hypotheses and suggest the important moderating role of subordinate performance for leadership perceptions. The authors discuss findings in the context of the literature, highlight contributions and identify limitations and future directions. Originality/value Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures.
{"title":"Managerial assignments of credit and blame: a five-country study of leadership desirability","authors":"C. Lakshman, Kubilay Gok, L. Vo","doi":"10.1108/CCSM-04-2017-0046","DOIUrl":"https://doi.org/10.1108/CCSM-04-2017-0046","url":null,"abstract":"\u0000Purpose\u0000Although the international business literature has examined leader traits that are desirable in different cultures, it has not examined critical behaviors or managerial attributions of credit and blame. Credit and blame attributions have important consequences for the desirability of leadership across cultures. Arguing that these types of managerial attributions are likely to have a strong impact on what constitutes desirable leadership; the authors examine them in five countries, namely, USA, France, India, Turkey and Vietnam. The purpose of this paper is to contribute by examining the influence of credit and blame attributions on subordinate satisfaction and leadership perceptions (desirability), unaddressed in the literature.\u0000\u0000\u0000Design/methodology/approach\u0000The model was tested using questionnaire responses of subordinates in a variety of business organizations, from the five countries indicated, including manufacturing, telecommunication, financial and other services.\u0000\u0000\u0000Findings\u0000Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures. The results are supportive of the hypotheses and suggest the important moderating role of subordinate performance for leadership perceptions. The authors discuss findings in the context of the literature, highlight contributions and identify limitations and future directions.\u0000\u0000\u0000Originality/value\u0000Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2018-09-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-04-2017-0046","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44195432","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-08-16DOI: 10.1108/CCSM-08-2017-0093
Theophilus Azungah, Snejina Michailova, K. Hutchings
Purpose Despite the growing economic importance of Africa, the region has received scant attention in the international human resource management literature. The purpose of this paper is to address the gap in examining human resource management (HRM) practices in Western multinational enterprises’ (MNEs) subsidiary operations in Ghana, which is a significant foreign direct investment market in Africa. Focusing on recruitment and selection, training and development, performance management, and rewards management viewed through the ability, motivation and opportunity (AMO) framework, the research emphasizes that effectiveness of the MNEs’ cross-cultural operations has necessitated embracing localization across a range of practices in accordance with the Ghanaian cultural landscape and specificities. Design/methodology/approach The paper draws on 37 in-depth interviews with managers and employees in eight subsidiaries of British, European and US MNEs in Ghana. Interviews were conducted in 2015 in three locations – the capital city Accra, Tema (in the south) and Tamale (in the north). Findings The research reinforces earlier literature emphasizing the importance of paternalism and family and to a lesser extent patronage, but presents new findings in highlighting the erstwhile unexplored role of local chiefs in influencing HRM practices in Western MNEs in Ghana. Utilizing the AMO framework, this paper highlights practices within each HR area that influences performance through impact on employee AMO. Practical implications The research informs MNE managers about the strategic importance of observing local cultural practices and designing appropriate strategies for ensuring both operational effectiveness and successful cross-cultural collaboration with local managers and employees in Ghana. It is suggested that if managers implement practices that foster and enhance employee AMO, subsidiaries may benefit from employee potential and discretionary judgment. Originality/value This paper contributes to a dearth of literature on HRM practices of Western MNEs’ subsidiaries in Africa by examining the extent to which MNEs strategically localize their practices to accommodate specificities of the host country cultural context and operate successfully.
{"title":"Embracing localization: evidence from Western MNEs in Ghana","authors":"Theophilus Azungah, Snejina Michailova, K. Hutchings","doi":"10.1108/CCSM-08-2017-0093","DOIUrl":"https://doi.org/10.1108/CCSM-08-2017-0093","url":null,"abstract":"\u0000Purpose\u0000Despite the growing economic importance of Africa, the region has received scant attention in the international human resource management literature. The purpose of this paper is to address the gap in examining human resource management (HRM) practices in Western multinational enterprises’ (MNEs) subsidiary operations in Ghana, which is a significant foreign direct investment market in Africa. Focusing on recruitment and selection, training and development, performance management, and rewards management viewed through the ability, motivation and opportunity (AMO) framework, the research emphasizes that effectiveness of the MNEs’ cross-cultural operations has necessitated embracing localization across a range of practices in accordance with the Ghanaian cultural landscape and specificities.\u0000\u0000\u0000Design/methodology/approach\u0000The paper draws on 37 in-depth interviews with managers and employees in eight subsidiaries of British, European and US MNEs in Ghana. Interviews were conducted in 2015 in three locations – the capital city Accra, Tema (in the south) and Tamale (in the north).\u0000\u0000\u0000Findings\u0000The research reinforces earlier literature emphasizing the importance of paternalism and family and to a lesser extent patronage, but presents new findings in highlighting the erstwhile unexplored role of local chiefs in influencing HRM practices in Western MNEs in Ghana. Utilizing the AMO framework, this paper highlights practices within each HR area that influences performance through impact on employee AMO.\u0000\u0000\u0000Practical implications\u0000The research informs MNE managers about the strategic importance of observing local cultural practices and designing appropriate strategies for ensuring both operational effectiveness and successful cross-cultural collaboration with local managers and employees in Ghana. It is suggested that if managers implement practices that foster and enhance employee AMO, subsidiaries may benefit from employee potential and discretionary judgment.\u0000\u0000\u0000Originality/value\u0000This paper contributes to a dearth of literature on HRM practices of Western MNEs’ subsidiaries in Africa by examining the extent to which MNEs strategically localize their practices to accommodate specificities of the host country cultural context and operate successfully.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2018-08-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-08-2017-0093","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42438839","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-08-10DOI: 10.1108/CCSM-07-2017-0090
K. Au, Stone Han, Hsi-Mei Chung
Purpose The purpose of this paper is to contribute a multilevel, cross-national analysis of the role that sociocultural context may play to enrich the understanding of strategic renewal in family firms. The authors conceptualize sociocultural context as consisting of firm-level social contexts and national culture, and propose that: heterogeneous social contexts in family firm management, i.e. family CEO and multigenerational involvement, give rise to mindsets that have differential effects on renewal efforts and that the proposed effects are subject to variation due to the moderation of national cultural dimensions of uncertainty avoidance and power distance. Design/methodology/approach The authors use unique date set consisting of 959 family firms from 26 countries drawn from a cross-national, quantitative study of family firms. Findings The authors found that family CEO is negatively related to renewal across cultures, and this relationship is attenuated by uncertainty avoidance and power distance. In addition, multigenerational involvement is positively related to renewal, and this relationship is enhanced by the two cultural dimensions. Practical implications The authors suggest that decision makers examine how different contexts, practices and cognition contribute to overall dominant logics that exist in firm. In doing so, they can evaluate how logics as a whole affect renewal, and also how different parts of the logics play a role. This overall evaluation will afford managers a holistic picture of renewal forces that operate in family firm and allow managers to make precise changes to enhance strategic renewal. Originality/value The findings support the contention that there is cultural-dependent countervailing effects on strategic renewal within family firms.
{"title":"The impact of sociocultural context on strategic renewal","authors":"K. Au, Stone Han, Hsi-Mei Chung","doi":"10.1108/CCSM-07-2017-0090","DOIUrl":"https://doi.org/10.1108/CCSM-07-2017-0090","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to contribute a multilevel, cross-national analysis of the role that sociocultural context may play to enrich the understanding of strategic renewal in family firms. The authors conceptualize sociocultural context as consisting of firm-level social contexts and national culture, and propose that: heterogeneous social contexts in family firm management, i.e. family CEO and multigenerational involvement, give rise to mindsets that have differential effects on renewal efforts and that the proposed effects are subject to variation due to the moderation of national cultural dimensions of uncertainty avoidance and power distance.\u0000\u0000\u0000Design/methodology/approach\u0000The authors use unique date set consisting of 959 family firms from 26 countries drawn from a cross-national, quantitative study of family firms.\u0000\u0000\u0000Findings\u0000The authors found that family CEO is negatively related to renewal across cultures, and this relationship is attenuated by uncertainty avoidance and power distance. In addition, multigenerational involvement is positively related to renewal, and this relationship is enhanced by the two cultural dimensions.\u0000\u0000\u0000Practical implications\u0000The authors suggest that decision makers examine how different contexts, practices and cognition contribute to overall dominant logics that exist in firm. In doing so, they can evaluate how logics as a whole affect renewal, and also how different parts of the logics play a role. This overall evaluation will afford managers a holistic picture of renewal forces that operate in family firm and allow managers to make precise changes to enhance strategic renewal.\u0000\u0000\u0000Originality/value\u0000The findings support the contention that there is cultural-dependent countervailing effects on strategic renewal within family firms.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2018-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-07-2017-0090","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47965551","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-07-30DOI: 10.1108/CCSM-05-2017-0065
Feng Xiaoti
Purpose The purpose of this paper is to focus on the interactive effects of intrinsic and extrinsic factors on R&D output by analysing Chinese-listed industrial family firms. It proposes modelling the moderating influence of quality of government (QOG) on the relationship between family firm governance types (family control and family management) and R&D output from the “twin agency” perspective (Stulz, 2005). Design/methodology/approach The data set is organised as an unbalanced panel. This study exploits random-effects GLS regression, analysing both cross-sectional and time variation, and estimating the mean effects. The GLS model corrects the variance- and sequence-related problems of linear model random items and remains consistent and robust when the error term is heteroscedastic and non-normally distributed. Findings The findings provide several empirical conclusions: in areas with a higher QOG, family firms with greater family control (i.e. voting rights of the board) achieve more R&D output than firms with less family control; and QOG has no significant interactive effects with family management (i.e. the ratio of family managers among top managers) on R&D output. The main contribution of this paper is to show that in areas with a higher QOG, greater R&D output for family firms depends on greater family control rather than family management. These findings give a better understanding of the interactive influence of inside and outside agency problems in family firms in general and their R&D output in particular across different cities, and may help both family firms’ leaders and government policy makers to foster innovation by controlling intrinsic and extrinsic agency problems. Research limitations/implications To date, most family firm innovation research has concentrated upon governance and R&D behaviour (Block, 2012; Brinkerink and Bammens, 2018; Chrisman and Patel, 2012; Lee and O’Neill, 2003). Few studies, however, have been performed from the major strategic (control) and operational (management) orientations, into the influence of outside (QOG) and inside (governance) factors upon innovation. This study attempts to fill that gap. It uses patent counts to measure the economic and technological importance of innovation. It argues that different QOG may lead major controllers or executives in family firms to have different motivations, and hence to approach innovation differently from the agency perspective. Practical implications The main contribution of this study is to show that in areas with a higher QOG, higher R&D outputs of family firms depend on higher family control rather than family management, due to the interactive influence of inside and outside agency problems. When family management is high, the direct effect is high, because family management may reduce the principal–agent agency cost (PAAC), but the interactive effect of QOG and family management is not significant. In areas with high QOG, although family ma
目的通过对中国上市工业家族企业的分析，探讨内外因素对企业研发产出的交互影响。本文提出从“孪生代理”的角度对政府质量(QOG)对家族企业治理类型(家族控制和家族管理)与研发产出之间关系的调节影响进行建模(Stulz, 2005)。设计/方法/方法数据集被组织成一个不平衡的面板。本研究利用随机效应GLS回归，分析横截面和时间变化，并估计平均效应。GLS模型修正了线性模型随机项目的方差和序列相关问题，并在误差项为异方差和非正态分布时保持一致性和鲁棒性。研究结果表明:在质量绩效高的地区，家族控制(即董事会投票权)较大的家族企业的研发产出高于家族控制较少的企业;QOG与家族管理(即家族管理者占高管的比例)对研发产出的交互作用不显著。本文的主要贡献在于表明，在质量绩效较高的地区，家族企业更大的研发产出取决于更大的家族控制而不是家族管理。这些发现有助于更好地理解家族企业内部和外部代理问题的交互影响，特别是不同城市家族企业的研发产出，并有助于家族企业领导人和政府决策者通过控制内部和外部代理问题来促进创新。迄今为止，大多数家族企业创新研究都集中在治理和研发行为上(Block, 2012;Brinkerink and Bammens, 2018;克里斯曼和帕特尔，2012;李和奥尼尔，2003)。然而，很少有研究从主要的战略(控制)和经营(管理)的方向，到外部(QOG)和内部(治理)的因素对创新的影响。这项研究试图填补这一空白。它使用专利数量来衡量创新的经济和技术重要性。本文认为，不同的QOG可能导致家族企业的主要控制人或高管具有不同的动机，从而从代理角度不同地对待创新。实践启示本研究的主要贡献在于，在质量绩效较高的地区，由于内外代理问题的交互影响，家族企业的高研发产出依赖于较高的家族控制而非家族管理。当家族管理程度高时，直接效应高，因为家族管理可以降低委托代理代理成本(PAAC)，但QOG与家族管理的交互效应不显著。在质量目标高的地区，虽然家族管理可以降低PAAC，但委托人-委托人和利他主义代理成本可能会增加。基于双代理理论，战略取向(家族控制)和经营取向(家族管理)之间不同的内部征用问题是主要的区别，而质量管理集团的外部征用问题则凸显了这一点。这些结果有助于更好地理解家族企业的总体情况，特别是不同城市的家族企业的研发产出。研究结果也显示了政府决策者的兴趣，他们应该意识到FFs特征对创新的重要性以及他们开展研发项目的激励。本研究采用Stulz(2005)的“孪生代理”概念，分析了政府的国家级代理问题与家族企业的企业级代理问题对研发产出的交互作用。本文回答了主要问题:QOG和家族企业治理对研发产出的交互作用是什么?本文的主要贡献是弥补了目前文献中的差距。
{"title":"Interactive effects of quality of government and family firm governance on R&D output","authors":"Feng Xiaoti","doi":"10.1108/CCSM-05-2017-0065","DOIUrl":"https://doi.org/10.1108/CCSM-05-2017-0065","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to focus on the interactive effects of intrinsic and extrinsic factors on R&D output by analysing Chinese-listed industrial family firms. It proposes modelling the moderating influence of quality of government (QOG) on the relationship between family firm governance types (family control and family management) and R&D output from the “twin agency” perspective (Stulz, 2005).\u0000\u0000\u0000Design/methodology/approach\u0000The data set is organised as an unbalanced panel. This study exploits random-effects GLS regression, analysing both cross-sectional and time variation, and estimating the mean effects. The GLS model corrects the variance- and sequence-related problems of linear model random items and remains consistent and robust when the error term is heteroscedastic and non-normally distributed.\u0000\u0000\u0000Findings\u0000The findings provide several empirical conclusions: in areas with a higher QOG, family firms with greater family control (i.e. voting rights of the board) achieve more R&D output than firms with less family control; and QOG has no significant interactive effects with family management (i.e. the ratio of family managers among top managers) on R&D output. The main contribution of this paper is to show that in areas with a higher QOG, greater R&D output for family firms depends on greater family control rather than family management. These findings give a better understanding of the interactive influence of inside and outside agency problems in family firms in general and their R&D output in particular across different cities, and may help both family firms’ leaders and government policy makers to foster innovation by controlling intrinsic and extrinsic agency problems.\u0000\u0000\u0000Research limitations/implications\u0000To date, most family firm innovation research has concentrated upon governance and R&D behaviour (Block, 2012; Brinkerink and Bammens, 2018; Chrisman and Patel, 2012; Lee and O’Neill, 2003). Few studies, however, have been performed from the major strategic (control) and operational (management) orientations, into the influence of outside (QOG) and inside (governance) factors upon innovation. This study attempts to fill that gap. It uses patent counts to measure the economic and technological importance of innovation. It argues that different QOG may lead major controllers or executives in family firms to have different motivations, and hence to approach innovation differently from the agency perspective.\u0000\u0000\u0000Practical implications\u0000The main contribution of this study is to show that in areas with a higher QOG, higher R&D outputs of family firms depend on higher family control rather than family management, due to the interactive influence of inside and outside agency problems. When family management is high, the direct effect is high, because family management may reduce the principal–agent agency cost (PAAC), but the interactive effect of QOG and family management is not significant. In areas with high QOG, although family ma","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2018-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-05-2017-0065","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47653027","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-07-30DOI: 10.1108/CCSM-11-2017-0147
Chun-Hsiao Wang, A. Varma
Purpose The purpose of this paper is to develop and present a conceptual model of expatriate–host country national (HCN) interaction that explains how organizations can help increase cooperation between expatriates and HCNs by facilitating interaction between expatriates and HCNs. Design/methodology/approach The authors draw upon intergroup contact theory to develop a process model which describes the processes critical to “the effectiveness of the expatriate–HCN relationship,” from both the expatriate and HCN perspectives. Findings HCN–expatriate interactions are critical to the success of both expatriates and HCNs, but such interactions should not be left to chance – instead, organizations should intervene and facilitate conditions that foster such interactions, which can lead to better understanding and appreciation of each other. This would ensure that both expatriates and HCNs have a better understanding of the critical role played by the other party, and thus be willing to offer relevant and necessary support at the right time. Practical implications Prior research reveals that most expatriate–HCN interactions are left to the individuals themselves and are thus subject to stereotypes, misperceptions and even unfulfilled expectations. By intervening in this process, and providing relevant information about each other to both parties, organizations can facilitate higher quality interactions, help reduce or remove stereotypes and increase the chances that both parties receive required and relevant information on a timely basis from each other. Originality/value The authors specifically discuss how interpersonal expatriate–HCN interactions allow the two parties to become acquainted with each other, when the effects of such interactions can be strengthened, and what the resultant effects are in terms of expatriate–HCN relationships.
{"title":"A process model of how interpersonal interaction leads to effectiveness of the expatriate-host country national relationship","authors":"Chun-Hsiao Wang, A. Varma","doi":"10.1108/CCSM-11-2017-0147","DOIUrl":"https://doi.org/10.1108/CCSM-11-2017-0147","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to develop and present a conceptual model of expatriate–host country national (HCN) interaction that explains how organizations can help increase cooperation between expatriates and HCNs by facilitating interaction between expatriates and HCNs.\u0000\u0000\u0000Design/methodology/approach\u0000The authors draw upon intergroup contact theory to develop a process model which describes the processes critical to “the effectiveness of the expatriate–HCN relationship,” from both the expatriate and HCN perspectives.\u0000\u0000\u0000Findings\u0000HCN–expatriate interactions are critical to the success of both expatriates and HCNs, but such interactions should not be left to chance – instead, organizations should intervene and facilitate conditions that foster such interactions, which can lead to better understanding and appreciation of each other. This would ensure that both expatriates and HCNs have a better understanding of the critical role played by the other party, and thus be willing to offer relevant and necessary support at the right time.\u0000\u0000\u0000Practical implications\u0000Prior research reveals that most expatriate–HCN interactions are left to the individuals themselves and are thus subject to stereotypes, misperceptions and even unfulfilled expectations. By intervening in this process, and providing relevant information about each other to both parties, organizations can facilitate higher quality interactions, help reduce or remove stereotypes and increase the chances that both parties receive required and relevant information on a timely basis from each other.\u0000\u0000\u0000Originality/value\u0000The authors specifically discuss how interpersonal expatriate–HCN interactions allow the two parties to become acquainted with each other, when the effects of such interactions can be strengthened, and what the resultant effects are in terms of expatriate–HCN relationships.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2018-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/CCSM-11-2017-0147","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45781425","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose The purpose of this paper is to explore how national cultures contribute to explain the uneven diffusion of ISO 14001 across countries. The paper focuses on two of the cultural dimensions developed by the global leadership and organizational behavior effectiveness (GLOBE) project, namely, performance orientation and institutional collectivism. Design/methodology/approach A database containing information about the diffusion of ISO 14001 in 52 countries during the period 1999–2016 was built to carry out this research. The countries considered in this study represent about 90 percent of worldwide ISO 14001 certifications. The information was gathered from publicly available data sources: the ISO Survey, published every year by the International Organization for Standardization, the world development indicators of the World Bank, the cultural dimensions of the GLOBE project and the Index of Economic Freedom provided by The Heritage Foundation. Findings This research finds that both performance orientation and institutional collectivism influence the diffusion of ISO 14001. Whereas performance orientation slows down the diffusion of ISO 14001, institutional collectivism speeds it up. Additionally, this research shows that the slowing effect of performance orientation decreases in strength over time, while the accelerating effect of institutional collectivism becomes stronger. Originality/value The study adds to the understanding of the influence of national culture on the diffusion of environmental management standards, with an emphasis on ISO 14001. A key contribution of this research is that it explores how the influence of cultural dimensions change over time as a result of the development and maturation of ISO 14001.
{"title":"The impact of national culture on the adoption of environmental management standards","authors":"Raquel Orcos, S. Palomas","doi":"10.5465/AMBPP.2018.104","DOIUrl":"https://doi.org/10.5465/AMBPP.2018.104","url":null,"abstract":"\u0000Purpose\u0000The purpose of this paper is to explore how national cultures contribute to explain the uneven diffusion of ISO 14001 across countries. The paper focuses on two of the cultural dimensions developed by the global leadership and organizational behavior effectiveness (GLOBE) project, namely, performance orientation and institutional collectivism.\u0000\u0000\u0000Design/methodology/approach\u0000A database containing information about the diffusion of ISO 14001 in 52 countries during the period 1999–2016 was built to carry out this research. The countries considered in this study represent about 90 percent of worldwide ISO 14001 certifications. The information was gathered from publicly available data sources: the ISO Survey, published every year by the International Organization for Standardization, the world development indicators of the World Bank, the cultural dimensions of the GLOBE project and the Index of Economic Freedom provided by The Heritage Foundation.\u0000\u0000\u0000Findings\u0000This research finds that both performance orientation and institutional collectivism influence the diffusion of ISO 14001. Whereas performance orientation slows down the diffusion of ISO 14001, institutional collectivism speeds it up. Additionally, this research shows that the slowing effect of performance orientation decreases in strength over time, while the accelerating effect of institutional collectivism becomes stronger.\u0000\u0000\u0000Originality/value\u0000The study adds to the understanding of the influence of national culture on the diffusion of environmental management standards, with an emphasis on ISO 14001. A key contribution of this research is that it explores how the influence of cultural dimensions change over time as a result of the development and maturation of ISO 14001.\u0000","PeriodicalId":51820,"journal":{"name":"Cross Cultural & Strategic Management","volume":" ","pages":""},"PeriodicalIF":2.5,"publicationDate":"2018-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.5465/AMBPP.2018.104","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47300244","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：