Search results

The purpose of this paper is to draw on social dilemma theory and reference group theory to explain the attitude‐behavior inconsistency in environmental consumerism. This research seeks to better understand why, despite concern towards the environment (attitude), consumers fail to purchase environmentally friendly or green products (behavior).

A survey instrument was developed that used scales to measure eight independent and one dependent variable. In addition, socio‐demographic data were also collected about the study participants. To discriminate between green and non‐green buyers, classification with discriminant analysis was used.

The framework presented contributes to the environmental consumerism literature by framing the attitude‐behavior gap as a social dilemma and draws on reference group theory to identify individual factors to help understand the gap and suggest ways in which to bridge it. Results from the study reveal that several characteristics of the individual – trust, in‐group identity, expectation of others' cooperation and perceived efficacy – were significant in differentiating between “non‐green” and “green” buyers.

The results of the study offer several managerial implications. First, marketers should reinforce the role trust plays in solidifying collective action. Second, because of the strong influence of reference groups in green buying, marketing communications managers should use spokespeople who are relatable. Third, the study showed that expectation of others' cooperation significantly identifies green buyers. Fourth, to address the perception of personal efficacy, it is important that green marketers emphasize the difference that individual action makes for the collective good.

The research draws on both social dilemma and reference group theories to investigate the determinants of and the mechanisms to explain the rationale behind the attitude‐behavior gap as it pertains to a specific environmental issue – energy conservation.

The purpose of this paper is to explore the dilemmas that challenge reputation management in the context of higher education (HE).

The paper introduces one Finnish multidisciplinary master's degree programme as a case in point. The empirical data comprises a student survey and semi-structured interviews with internal and external stakeholders whose work relates to the master's degree programme in question.

The findings identify different types of dilemmas arising from collaboration between stakeholders of HE.

The paper demonstrates how the dilemma-reconciliation method can be used to enhance reputation management in HE.

The novelty of the paper is in applying dilemma theory (Hampden-Turner and Trompenaars, 2000) in parallel with reputation theories. Dilemma theory attributes reputation risks to conflicting aims.

The paper aims to trace the challenges that multinational companies (MNCs) face as they grow out of their national borders into foreign countries and how they attempt to transfer human resource management (HRM) policies and practices across their subsidiaries for a best-fit HRM model.

The paper uses the dilemma theory (involving two opposing values which doing one without the other creates a disadvantage but both cannot be done together) as the main analytical tool and reviews scholarly literature on MNCs’ HRM transfers for the assessment of the transfer challenges.

It is found that MNCs face a dilemma as to how to find best-fit between home-country HRM requirements and host-country demands. In the face of this dilemma, MNCs attempt to build synergy between home-country requirements and host-country demands for a best-fit HRM that is beneficial to both the parent company and their foreign subsidiaries. Despite the best-fit HRM practices to diffuse the tension, parent company has greater influence in the final synergy product which is the trade-off between home-country HRM label and host-country contextual demands, thereby advancing the dominant HRM option of the dilemma.

MNCs should be aware of the possible challenges as they internationalise and should equally be aware that though they may build a synergy (a blend of workable headquarters and subsidiary HRM), the final product will continue to favour headquarters’ HRM policies and practices.

The paper generates theoretical implications into the issues and challenges that arise with HRM transfers within multinational firms by examining how the dilemma theory sheds light on the transfer process and challenges from the dominant-contextual tension till the fight for best-fit HRM. It also contributes to the development of cycle of cross-border HRM dilemma, cross-border HRM transfer framework and Synergy-Dominant theory.

This research aims to conduct a comprehensive conceptual model and empirical validation of the integration of negative (ego-centric) and positive (altruistic and ego-centric) drivers of green buying based on social dilemma theory and psychological egoism theory.

Data were collected using a self-administered questionnaire survey and analyzed with hierarchical regression analysis.

The results indicate that moral obligations, green self-identity, environmental concern and social pressure are positively related to green purchase intention, while perceived cost of green purchasing and price sensitivity are negatively. Meanwhile, social pressure positively moderates the relationship between price sensitivity and consumers' green purchasing intention, but negatively moderates the relationship between perceived cost of green purchasing and consumers' green purchasing intention.

First, this study is a comprehensive model of the concept and empirical validation of the integration of negative (ego-centric) and positive (altruistic and ego-centric) drivers of green buying. Specially, this study emphasizes the neglected importance of positive ego-centric factors of green consumer behavior. Second, this study explicitly incorporated the moderating effect of social pressure in the context of China. Since green buying is a social dilemma, the changes in this social dilemma after being affected by social pressure under the Chinese collectivist culture are also worth noting. Third, little is known about what motivates green consumption in emerging economies, and this has been hampered by a lack of cultural knowledge, conceptual richness and behavioral research that critically analyses consumer behavior.

This essay critically assesses Connell’s Southern Theory. Operating from the premise that knowledge is a “project” embedded in power relations, the essay suggests that while the scope of ideas surveyed in Southern Theory is an important accomplishment, two main dilemmas can be found. The first is that Southern Theory inadvertently puts “Northern theory” at the center. The second is that the southern theorists examined tend to be educated elites from the Global South, thereby overlooking other actors in the Global South and their ways of doing theory. Struggling to change, not just the ideas, but also the ownership, vested interests and institutional actors of social theory as knowledge project might create space for much needed dialogues across differences in power.

Knowledge sharing culture and performance climate are organizational interventions used by organizations to influence and shape employees’ attitudes and behavior toward knowledge sharing. While each strategy directly influences employees to respond accordingly, the interplay between the incongruent objectives of these two strategies could lead to social dilemmas in knowledge sharing. This study aims to understand social dilemmas in knowledge sharing due to the interaction between knowledge sharing culture and performance climate.

An experimental study using the vignette technique was performed on 240 working adults. ANOVA was conducted to examine the interplay effect between knowledge sharing culture and performance climate on knowledge sharing intention.

Results showed that performance climate moderates the effect of knowledge sharing culture on employees’ knowledge sharing intention. The findings highlight the importance of having goal congruence between knowledge sharing culture and performance climate to minimize the social dilemmas in knowledge sharing.

This study develops a moderation model based on the theory of social dilemma to investigate the interaction between knowledge sharing culture and performance climate and enhance the theoretical validity and exactness of the knowledge sharing literature. The findings from this study provide theoretical insights and practical implications for social dilemmas in knowledge sharing, as well as the foundation for continuous research into knowledge sharing and people management practices that may have a strong influence on employees’ knowledge sharing behavior, attitude and performance.

The purpose of this paper is to provide a perspective on one of the key complexities of collaboration and co-operative working in the public service within the UK.

The paper focuses the attention on the difficulty of partnership working at a time when leading collaboration is a necessity for all leaders in the public sector. It explores one area of this complexity, namely game theory in order to offer an explanation why departments or organisations find it difficult to co-operate as they should.

The paper allows leaders to understand the complexities of co-operation and the reason why there is often a tendency for individuals to act in a selfish manner on behalf of their organisation. Being aware of this behaviour will provide leaders with a greater ability to build trust and develop joint strategies which will provide positive outcomes.

The paper will highlight how greater understanding of game theory including the prisoner dilemma and the stag hunt can help improve leadership, relationships and outcomes within partnerships.

The purpose of this paper is to provide a holistic paradigmatic lens through which the supply chain collaboration phenomena – including collaborative inventory management – can be understood and explained.

As theory‐building research, the paper explores the environmental conditions and managerial processes that promote or hinder supply chain collaboration from a variety of theoretical lenses including contingency theory, the resource‐based view of the firm, the relational view of the firm, force field analysis, constituency based theory, social dilemma theory, and resource‐advantage theory.

To demonstrate how an integrated theoretical framework can help us understand the dynamics of supply chain collaboration, the paper uses the framework to explicate the evolution and state of collaborative inventory management.

The framework can accurately depict and explain highly publicized collaborative failures and successes. It is also possible to draw from the model's core propositions to design prescriptive remedies for the challenges managers encounter as they seek to build collaborative inventory management capabilities.

Supply chain collaboration is a complex and dynamic phenomenon; however, existing management theories only describe locally observed phenomenon. As a result, it is a struggle to both explain existing “collaborative” behavior and provide prescriptions for leveraging collaboration to achieve differential supply chain performance. This holistic, integrative model delineates the path to collaborative success by exploring the connections among motivations, goals, mechanisms, resistors, and learning loops.

The purpose of this paper is to address how companies mitigate existing forces to achieve the collaboration enabled supply chain (SC).

Seven key theories were used to provide insight into the theoretical framework for the creation of the collaboration‐enabled SC: contingency theory, the resource‐based view of the firm, the relational view of the firm, force field theory, constituency‐based theory, social dilemma theory, and resource‐advantage theory. An exploratory cross‐sectional survey was conducted at two different points in time – a six‐year period in between. The survey targeted three different functional areas – logistics, manufacturing, and sourcing – to compare and contrast functional perceptions of barriers and bridges to collaboration.

Companies are beginning to pursue greater collaboration, however, managers are often stymied in their pursuit of collaborative business models. The data suggest that the challenge is not the existence of a single barrier to collaboration, but one of accumulation. As the many resistors reinforce each other, the change needed to increase collaboration is avoided. To overcome these challenges, the findings suggest that a comprehensive and carefully executed collaboration strategy is needed to help a company profitably deliver high levels of customer satisfaction. Those companies that succeed achieve substantial, documentable benefits.

The findings reveal that developing a collaboration‐enabled business model is very difficult. Therefore, managers must carefully evaluate their companies' motivation and readiness to pursue a collaboration‐enabled SC, consider whether they can generate momentum for sustained change, and ascertain whether they can persist when benefits are slow to emerge.

This study is both longitudinal and cross‐functional and leads to a better understanding of how to manage, change, and create a collaborative decision‐making environment.

Examines a case study of an unsuccessful employment decision. Explains that although it was apparent soon after the appointment that the employee’s performance fell short of expectations, the employer (a lone trader responsible only to himself), persisted with the appointment for over a year, damaging his business in the process. Seeks to identify the reasons for such apparently irrational behaviour. Concludes that escalation theory overemphasizes the conflict between economic rationality and ego‐defensiveness. Persistence reflects a complex combination of variables, and any judgement of the decision maker’s behaviour is ultimately subjective. Calls into question the bounding assumption of escalation theory that decisions are objectively verifiable. Discusses the theoretical, practical and policy implications of the study.