Search results

This paper aims to explore different strategies used by brands to target the Hispanic market via social media from the lens of the Spanish language in a multicultural country like the USA.

This study uses a netnographic approach by drawing information from a study of the Facebook pages of 11 brands belonging to different industries.

Companies engage in four levels of cultural identity adaptation using different strategies based on ethnicity: language adaptation, identity elements, identity matching and Latino persona. The study also shows that merely translating Facebook pages do not generate high levels of communitarian interaction.

This study examines different strategies used by brands in the USA to target the Hispanic audience on social media to provide insights for brand managers to develop online engagement.

With the increase in cultural diversity in different countries and the rise of social media platforms, brand researchers need to better understand how cultural identity permeates marketing strategies in online spaces. Social media platforms such as Facebook offer flexible environments where strategies beyond product- and brand-related aspects can be used. This study extends the literature by showing the heterogeneity of cultural identity-based strategies used by companies to ensure customer engagement and brand loyalty and the impact of such strategies on users.

Research in entrepreneurial cognition has called for a better understanding of interactions between contextual variables and cognitive processes. Based on previous work done on organizational learning and social networks, the purpose of this paper is to propose a formal model in which information acquisition, distribution and interpretation are tested as a function of cognition-based trust, perceived expertise and tie strength between organizational members in two different corporate entrepreneurship (CE) types.

The authors conduct a quantitative analysis based on network data in two companies located in India. Special procedures known as quadratic assignment procedure and multiple regression quadratic assignment procedure were used to run the correlations and multiple regressions, respectively. The authors complement this analysis with interviews and qualitative information to build a rich description in each of these cases.

The results indicate moderate support for the model. The evidence suggests that between both types of CE types, domain redefinition requires higher levels of tie strength, trust and perceived expertise. Sustained regeneration shows moderate significant results in tie strength, and cognition-based trust.

The authors combined insights on social network and organizational cognitive processes to analyze interactions between context and cognition. The authors were also able to compare two different companies. The authors found consistent results regarding tie strength, but the authors also found differences between both companies, which suggest that different CE types tend to require different dynamics between context and cognitive processes.

The purpose of this paper is to look at the actions autonomous knowledge workers perform to implement formalized knowledge strategies as part of an accreditation.

Using a strategy-as-practice framework, this paper follows a qualitative approach to study the implementation of a standard in a business school. The data collection was carried out over a 14-month period, with access to interviews, observations, meetings minutes and other institutional information.

Even though faculty members received similar information, the standard was implemented in different and conflicting ways. Three themes explain these differences: different approaches to ambiguous knowledge management practices, enablers and inhibitors of knowledge sharing and different conceptions of continuous improvement.

As this was a single case, findings are not broadly generalizable. The research is based on rich data over a prolonged period, albeit in a very specific setting where unique actor and structural characteristics are not generally representative of the wider business and organizational environment. The nature of the university setting is quite unique. Although possible links to other fields which share some specific similarities with universities are provided, the contextual limitations are acknowledged. Accordingly, the work is presented as a basis for future enquiry when investigating implementation, especially activity-based research within knowledge-intensive organizations.

This paper provides a deep analysis of the actions knowledge workers perform when implementing standards promoted by organizational directives. It exposes tensions and conflicts among knowledge workers when implementing a standard. Our model is the basis for insights on how managers can balance the tensions of creative change and stable structure.

This paper describes how ambiguity and human interactions can reveal a deeper understanding of the different stages of standards implementation. It provides a model that uses the level of ambiguity and structure to explain how knowledge workers interacted in groups and as a whole can implement Assurance of Learning.

The purpose of this paper is to examine an entrepreneur’s attempt to gain legitimacy and change institutions in a multiple institutions setting.

The authors conducted a qualitative case study to track an entrepreneur’s efforts to create a new financial instrument and get it accepted and traded on the New York Stock Exchange.

The authors introduce the concept of institutional judo, analogous to the martial art where a fighter uses his opponent’s forces against him. While institutional theory has focussed on how institutional pressures force actors to conform, the term judo refers to an actor using institutional pressures to their advantage in changing those very institutions.

This qualitative research involves a single case study, but is most suited to revealing extensions of theory and subtle processes.

The approach allowed the authors to provide a nuanced look at the actual change efforts by an entrepreneur to gain legitimacy.

This study provides a nuanced look at actual attempts to change institutions.

Institutional judo offers a new change mechanism within institutional theory.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

OBCs can be a powerful tool for marketing and advertising over social media, but they are difficult to form, with no guarantee that they will benefit a brand.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to summarize previous research findings on the mutual relation between digital transformation and sustainability at a firm-level. Up to date, there is a gap in the literature linking both concepts and a generalized call for more studies.

This research uses a systematic literature review of 89 published studies. After detailed content analysis filters, the authors used 75. The authors present the results following the “Six W” guidelines for systematic literature reviews.

Findings reveal that it is possible to suggest a research framework that considers digital transformation as a driver and a predecessor of sustainability. To survive the digital revolution, companies need to enhance their digital capabilities and balance their economic, environmental and social impacts.

The precision of the equation used to search manuscripts might have excluded some critical studies that analyze both topics with different connotations beyond merely “Digital transformation” and “Sustainability.” Moreover, the heterogeneity of the findings makes it difficult to classify the findings in a specific context.

The present paper serves as a base to understand the implications of digital transformation on sustainable development for businesses and societies.

The study explores how a market-like organizational system realizes efficient and/or effective development by investigating the efficiency/effectiveness trade-off in micro-level exchanges.

The study is motivated by two principles: reciprocity and similarity. Reciprocal benefits drive exchanges. Accordingly, two agents for a potential exchange should have different resources. However, differences in resources usually cause lack of trust, which hinders the efficient occurrence of exchanges. Alternatively, if two parties have similar resource positions, they can conduct an exchange efficiently. Nevertheless, the similarity makes the exchange less effective. Therefore, an efficiency/effectiveness trade-off exists in micro-level exchanges. To understand how different focuses on the efficiency/effectiveness trade-off shape the macro-level performance, the author develops a complex adaptive systems model for computer simulations.

The author finds that an efficiency-focus institution facilitates a market-like organizational system's rapid emergence but hinders the system's effective development.

The study develops a model of how a dyadic exchange happens (or not) between any two parties in a competitive and uncertain environment and how the micro-level exchanges aggregate, suggesting one specific way to understand the micro-to-macro process of a market-like organizational system's economic dynamism. Future research is expected to improve the model with different contingencies.

The study's findings suggest that the efficiency-focus institution and the effectiveness-focus institution should be used at different times in a market-like organizational system's development process.

The study investigates the macro-level consequences building upon the micro-level efficiency/effectiveness trade-off.

Collective reputation cognition is an enterprise's perception of the general rules of reputation evaluation, jointly formed by a network's collective members. It affects the choice of enterprises' innovation behavior and guides enterprises to occupy a dominant position in the innovation network, thus achieving high innovation performance. In this process, it is inseparable from the enterprise's good network competence. This study attempts to bring collective reputation cognition, network competence and innovation performance into the same framework and aims to explore the relationship among them and determine the influential roles of collective reputation perception and network capability on innovation performance.

This study uses 227 Chinese enterprises in the innovation network as samples and applies partial least squares structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA) to explore the questions mentioned above.

The results verify the relationship among collective reputation cognition, network competence and innovation performance. Furthermore, the results yield five paths that lead to high innovation performance, such as “putting ability first” and “both fame and competence”, which are different combinations of collective reputation cognition and network competence.

Based on institutional theory, this study considers the network context and identifies “collective reputation cognition” as a key variable. Meanwhile, it opens the “black box” of the mechanism of reputation's influence on innovation performance and finds that the combined paths of collective reputation cognition and network competence achieve high performance in terms of innovation.

This study aims to investigate the impact of top management team (TMT)'s gender diversity on corporate social performance (CSP). It sheds light on inconsistent results in literature by testing the moderator effects of chief executive officer (CEO) managerial ability and corporate governance (CG) on such impact.

A dynamic panel estimator is applied to an international sample of 8640 firm‐year observations from 2013 to 2017.

The author finds reliable evidence that the critical mass of at least three women leaders has a positive impact on the firm's CSP. Obtained results suggest, moreover, the deterrence effects of CEO managerial ability and CG tools (board independence, board gender diversity, the presence of a corporate social responsibility committee and family control) on the women leaders' contribution to the firm's CSP level. These results remain consistent with alternative measures for women leaders and CEO managerial ability. However, findings are lost when women achieve the CEO position, the chairperson position or both positions, which imply that men and women leadership styles are closely similar rather than different. Furthermore, women leaders' effect on CSP seems dependent (do not) on the country (industry) which a firm belongs to.

From a practical standpoint, the study highlights the importance of fostering the achievement of a critical mass of women leaders and the combination of CEO managerial ability – educational/professional backgrounds – and CG attributes to improve the firm's CSP. The study has important implications for investors and regulators. If investors wish to increase CSP, they should ask for more gender diversified TMTs. Furthermore, this study supports regulators in their efforts to increase senior women's quotas by providing empirical evidence of better social outcomes under leader gender diversity. The study’s evidence is also useful for companies in setting the criteria to identify CEOs who can support their strategic decisions.

By studying the impact female leaders have on CSP under CEO managerial ability and CG as moderators, this study is the first to display complementarities and substitutions between CEO's managerial ability and selected CG attributes in the promotion of CSP by female senior executives. Furthermore, it fills the void on how TMT's gender diversity impact CSP. In fact, while it is conventionally considered that women are more likely to engage in socially responsible activities, sensitive findings of this study shed light on the brighter side of female executives when they achieve the CEO, the chairperson position or both positions.