Schmalenbachs Zeitschrift fur betriebswirtschaftliche Forschung = Schmalenbach journal of business research最新文献

Scholars have long investigated the organizational antecedents of resilience, but less is known about CEO-level antecedents. This is surprising, since upper echelons research suggests that a CEO influences major firm decisions. Addressing this gap in our knowledge, we suggest that a CEO prepares for and adjusts to unexpected events in the environment on the basis of the individual future temporal depth (FTD). It reflects the temporal distance into the future that a CEO usually takes into consideration when contemplating future events. Our study of CEOs of 462 S&P500 firms during the Global Financial Crisis and the COVID-19 pandemic shows that a CEO's longer FTD is associated with less severe economic losses but with a longer recovery time from adversity. If such a CEO can draw on a functionally diverse TMT, the losses are less severe, while prior organizational crisis experience reduces the recovery time. Our paper contributes to organizational resilience research by uncovering its cognitive underpinnings and offering a contextual learning perspective on organizational resilience. We also contribute to upper echelons research by unveiling a CEO's role in preparing for and adjusting to adversity.

For more than two decades, the reporting of so-called 'alternative performance measures' (APMs) has been a common phenomenon in external financial reporting. APMs are voluntarily disclosed and generally unaudited performance measures. Typically, APMs modify earnings measures calculated in accordance with generally accepted accounting principles (GAAP) by (subjectively) adjusting certain earnings components. In the academic literature, with the information motive on the one hand and the motive of (adversarial) investor influence on the other hand, two alternative explanations for the voluntary reporting of alternative performance measures are discussed, which are difficult, if not impossible, for external stakeholders to disentangle. Taking into account the recent developments in more than 250 published articles in the last decade, this paper critically reviews a wide range of literature from the United States (U.S.), Europe and, to a less extent, Australia/Asia. In particular, we analyse a comprehensive sample of more than 400 research papers published in academic and professional journals as well as other publications which are important in the academic discourse. The purpose of this paper is to identify relevant research gaps that provide starting points for future research. For this purpose, our methodological approach strictly follows structured literature review (SLR) methodology in order to minimise researcher idiosyncrasies. Thus, our SLR facilitates a decided derivation of research gaps based on a reliable and valid analytical framework which has been deductively derived from previous research.

Supplementary information: The online version of this article (10.1007/s41471-022-00138-8) contains supplementary material, which is available to authorised users.

Living and operating in a global world, the risk for a global economic crisis has never been greater. As ongoing events, such as the COVID-19 pandemic, the recent war in Ukraine or the sharply increasing inflation have shown, organizations need to be highly resilient to persevere in a crisis-prone world. Even though we know that crises serve as a focal lens on leadership behavior and leaders play a crucial role in these scenarios, little is known as to how leaders handle an existence-threatening organizational crisis. Using an inductive analysis of 32 interviews on crisis leadership, we show that in the case of an acute crisis, leaders apply different paradoxical behaviors to cope effectively with the situation and navigate their organizations through these events. More specifically, our study contributes to existing literature by, first, showing that the distinctiveness of crises results from the fact that leaders are confronted with paradoxes that they can otherwise smoothly separate in terms of time or organization, second, revealing that the leader's paradoxical behaviors as a respond are derived from their mindset to consciously recognize the contradictory demands of the crisis, and third, from their action in terms of a compressed situational leadership. By identifying six pairs of paradoxical behaviors, we demonstrate how leaders effectively deal with the unsolvable contradictions that arise from the crisis, and thus contribute to the organizations' ability to cope with crises.

Supplementary information: The online version of this article (10.1007/s41471-022-00147-7) contains supplementary material, which is available to authorized users.

Due to the trend towards more frequent and multiple crises, it is essential for enterprises as well as for states and entire economic areas to develop strategies to improve resilience. In this article, existing challenges and conceivable strategies for improving resilience will be outlined from a microeconomic as well as from a macroeconomic perspective. To mitigate vulnerabilities of Supply Chains in the last decades, drivers for improving Supply Chain resilience have been explored. They are presented as contributing to building resilience on the micro level. On the macro level, opportunities and limits of current approaches for strategic independence are discussed. In terms of a new regulatory policy, a rescue of honour for global cooperation and free trade is proposed by the authors.

Will private households owning a photovoltaic system share their electricity during a long-lasting power outage? Prior research has shown that our energy systems need to become more resilient by using dispersed energy sources-a role that could well be performed by these private photovoltaic systems, but only if their owners decide to share the produced electricity, and not consume it themselves. Considering the potential of this approach, it is indispensable to better understand incentives and motives that facilitate such cooperative behaviour. Drawing on theories of social dilemmas as well as prosocial behaviour, we hypothesize that both, structural solutions such as increased rewards as well as individual motives such as empathy-elicited altruism and norms predict cooperation. We test these hypotheses against a dataset of 80 households in Germany which were asked about their sharing behaviour towards four different recipient groups. We show that the effectiveness of motives differs significantly across recipient groups: Individual (intrinsic) motivations such as empathy-elicited altruism and altruistic norms serve as a strong predictor for cooperative behaviour towards related recipients as well as critical infrastructure, whereas higher rewards partially even reduce cooperation depending on the donor's social value orientation. For the recipient groups neighbours and public infrastructure, no significant effect for any of the tested incentives is found. Contributing to literature on social dilemmas and energy resilience, these results demonstrate the relevance of individual rather than structural incentives for electricity sharing during a power outage to render our energy provision more resilient. Practical implications for policymakers are given.