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Strategic groups research has been hampered by the poor alignment between theory and methods. This has been due in large part to the lack of significance tests for cluster analysis. Now that significance tests are available, the theoretical and methodological implications are discussed. The paper aims to discuss these issues.

The theory behind strategic groups is reframed to capitalize on the available significance tests. Subsequently, the significance tests are also modified to fit the proposed theory. Due to this integrative approach, this is both a theoretical and a methodological paper.

In lieu of significance tests, finding differences in performance emerged as the litmus test for the existence of discrete strategic groups. The concept of strategic groups gradually evolved to fit this requirement. Now that significance tests are available, these legacy effects of the structure-performance link can be removed. This reveals that three conflicting concepts have been sharing the label of strategic groups: strategic categories, interdependent strategic groups and strategic performance groups. The theory also reveals that the significance tests developed in ecological research need modifications for use in strategic groups research.

A theory is proposed for interdependent strategic groups and a significance test of external isolation is proposed as part of this integrative solution.

This integrative solution appears to resolve the historical mismatch between theory and methods that has plagued this field since its inception. This creates a variety of intriguing areas for future research.

The purpose of this paper is to assess the immediate and lagged effects of founder's turnover on firm performance, and test the moderating effects of enterprise scale and founders' tenure on enterprise performance.

The paper selects 307 listed companies founded by founder from the Listed Company's Financial Database provided by the China Center for Economic Research. Based on 1,535 observations, this paper tests the relationship between founder turnover and performance by using the random effect model and the fixed effect model.

It is found that founders' turnover will have a significant immediate and negative effect on firm performance. There exists a lagged effect of founders' turnover, but this lagged effect is not as strong as immediate effect. It is also found that the effect of founders' turnover has been moderated by firm size and founders' characteristics.

Founders should choose an appropriate time of leaving when the firm's performance has reached a level high enough for the successor to have a better chance of improving its future operations.

Although some scholars have recognized the special role of founders and that enterprises' performances are mainly determined by the founders, few have studied founders' turnover on firm performance directly and empirically. This paper expands understanding of the founders' departure behavior on firm performance.

The purpose of this paper is to examine the impact of a retailer-managed ranking system on product reviewers’ well-being and its relationship to customer engagement.

Content analysis of reviewers’ posts, generated over a six-month period following a critical incident involving a change in the reviewer ranking system, informs findings.

Fulfilling needs for social relatedness, competency and autonomy may be critical aspects that underlie reviewer engagement. Findings explain how organic and hierarchical reviewing platform design elements may support or thwart psychological need fulfillment. Reviewers expressed positive well-being when system elements facilitated organic interactions between consumers and reviewers, fulfilling social relatedness and competency needs. Hierarchical design elements elicited mixed well-being sentiments. When reviewers used rank as a feedback mechanism to signal competency development, positive well-being emerged, whereas ranking features perceived as lacking in integrity or reducing one’s autonomy, evoked negative sentiments. A stimulus-organism-response framework, grounded in environmental psychology, provides the basis for the online reviewer engagement model. This study deepens understanding of online customer engagement by illustrating how a ranking system and social elements influence well-being and motive fulfilment, key psychological processes associated with engagement.

Highly engaged reviewers on one community platform inform findings, so results are not representative of all reviewers, but are relevant for conceptual purposes concerning critical incidents.

Findings have implications for the design of recognition platforms created to support customer engagement in online reviewing communities.

Public ranking systems designed to recognize and reward reviewers can enhance as well as degrade consumer well-being within an online service environment.

First empirical work to examine the value of consumer well-being as it relates to engagement within an online reviewing service context.

This paper presents a comprehensive review of academic research dedicated to the field of Behavioral Strategy. Based on a series of Bibliometric and network analyses, the paper identifies the prominent trend and growth patterns pertaining to the evolution of this important strategic management subfield; it documents which particular journals, articles and authors have most influenced its development, and it maps the intellectual structure and network of authors, publications and countries. Finally, the paper considers the substantive research themes emerging from the analyses reported, in terms of their implications for future work.

The authors undertook a series of Bibliometric and network analyses of 217 relevant articles, published between 1975 and 2020, in journals listed in the Scopus database, using R-studio and VOSviewer. Articles incorporated in the study were selected based on relevant key terms searched from the title, abstract and list of keywords associated with each publication.

The results demonstrate that behavioral strategy has enjoyed robust and sustained growth, with widespread impact across many areas of the heterogeneous business and management field as a whole. Three distinct periods are identified: an infancy stage (prior to 1999); a steady growth stage (1999–2010); and a take-off stage (2011 onwards). The top three journals in terms of content coverage, based on the number of relevant articles published in relation to behavioral strategy, are Strategic Management Journal, Advances in Strategic Management (AiSM) and the Journal of Management, while the top three most influential journals, in terms of citations pertaining to Behavioral Strategy, based on an analysis of citations in the Scopus database, are Strategic Management Journal, Academy of Management Perspectives and Journal of Management Studies. Gerard P. Hodgkinson and Thomas C. Powell are the most prolific authors. The emerging themes based on intellectual structures have been identified as Behavioral Strategy, Behavioral Theory of Firm; Strategic Leadership and Dynamic Capabilities; and Strategic Cognition and Decision Making.

The study contributes to knowledge advancement concerning Behavioral Strategy by opening new possibilities to discover important research areas.

The study is the first of its kind on Behavioral Strategy providing a comprehensive systematic literature review.

This research aims to explore the fine-grained relationships between nurse staffing and hospital operational performance with respect to care quality and operating costs. The authors also investigate the moderation effect of competition in local hospital markets on these relationships.

A six-year panel data is assembled from five separate sources to obtain information of 2,524 USA hospitals. Fixed-effect (FE) models are used to test the proposed hypotheses.

First, nurse staffing is initially associated with improved care quality until nurse staffing reaches a turning point, beyond which nurse staffing is associated with worse care quality. Second, a similar pattern applies to the relationship between nurse staffing and operating costs, although the turning point is at a much lower nurse staffing level. Third, market competition moderates the relationship between nurse staffing and care quality so that the turning point of nurse staffing will be higher when the degree of competition is higher. This shift of turning point is also observed in the relationship between nurse staffing and operating costs.

The study identifies three ranges of nurse staffing in which hospitals will likely experience simultaneous improvements, a tradeoff or simultaneous decline of care quality and operating costs when investing in more nursing capacity. Hospitals should adjust nurse staffing levels to the right directions to achieve better care or reduce operating costs.

Nurses constitute the largest provider group in hospitals and profoundly impact care quality and operating costs among all health care professionals. Optimizing the level of nurse staffing, therefore, can significantly impact the care quality and operating costs of hospitals.