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This research aims at examining the role of the managing director in the development of dynamic capabilities at SMEs.

The paper used a mixed‐methods approach and conducted case studies at 13 SMEs. The primary sources of data were semi‐structured interviews, which were supplemented by quantitative data from a postal survey and content analysis of the companies' websites.

The paper suggests that managing directors “enact” in the development of dynamic capabilities, if they believe that dynamic capabilities are a source of competitive advantage. If they do not appreciate the importance of dynamic capabilities they can get trapped in a vicious circle.

This research focuses especially on small firms, and it is unlikely that the findings can be applied to large firms.

The key managerial implication is the threat of a vicious circle if the development of dynamic capabilities is neglected.

This paper draws the dynamic capabilities framework and the enactment concept together, suggesting that managerial decisions and behavior affect dynamic capabilities at an organizational level, which then drives firm performance.

The purpose of this paper is to examine the stock price reaction to the first announcement in SEC filings of the enactment of corporate governance guidelines. Agency and management theories suggest the enactment of guidelines should create value for the owners.

The paper uses an event study methodology on a sample of 141 firms.

The research finds only a few firms exhibited a significant reaction. Overall, the data were not significant. Searching for first‐ or late‐mover advantages was also unsuccessful. However, the increased enactment of guidelines (bandwagon effect) supports first order imitation possibly due to the board interlocks found. The results indicate two possible explanations. First, SEC filings may not be a strong signal for the overall market resulting in a potentially unrealized stock value transferred to those few who act on the signal. Second, the value of the guidelines may be unclear to investors. In either case, more public disclosure (i.e. greater transparency) for the adoption of corporate governance guidelines may resolve the issue.

This paper provides valuable information on the value of corporate governance guidelines.

The purpose of this paper is threefold: how companies perceive corporate social responsibility (CSR) and public relations (PR); how companies perceive the interconnection between these functions; and what factors contributing to their perceptions.

An interpretive qualitative study was employed, where semi-structured interviews with 34 members of PR and CSR departments and three top executives of three big mining (state-owned, private Indonesian, and multinational) companies in Indonesia were carried out. Archival data (e.g. newsletters, websites, and annual reports) were also utilized.

CSR and PR are perceived to be community relationship functions to gain and maintain organizational legitimacy from the communities and shareholders. Three factors shaping these functions: the social and political changes in Indonesia; the communities’ collective culture; and the nature of mining industry.

The current study focused on how companies interpret and enact their interpretations of their organizational environment. This study suggests further research into how the community and other stakeholders interpret the company’s activities and environment. This study also suggests further study on another type of industry.

The present study provides another approach to understanding how CSR and PR are constructed and enacted in an organization as well as to understanding the company’s justification in enacting particular CSR and PR functions. This study maintains the need to consider local values while keeping the global standard.

The purpose of this paper is to explore how organizational actors interpret and enact technology in cross-boundary work contexts during e-government implementation in a public organization in East Malaysia.

Case study methodology involving semi-structured interviews, unobtrusive observations, and archival records was utilized in the study. Interview subjects include management staff, general employees, and information technology (IT) specialists to provide rich descriptions of their work practice.

Three distinct contexts contribute to cross-boundary work practice in relation to IT use and non-use, namely, standardization (complete IT use), hybridization (partial IT use), and conventionalization (zero IT use). Technology enactment strategies such as acceptance, avoidance, adaptation, and configuration are employed depending on actors’ interpretation of technology complexity and task interdependency.

Early interventions could involve examining how and why employees accept or avoid technology as part of their work practice and how they switch between enactment strategies. Organizations could ensure better team support to capitalize on the robust social interaction in cross-boundary work contexts to develop greater synergy in technology improvisations.

The study extends the technology enactment perspective as it offers new meanings to structures of action by understanding the temporal agentic orientations and how these are constructed by cross-boundary work contexts. It also offers insight into how enactment strategies are developed according to the productive tensions that arise from the interplay of cognitive orientations.

Second-order expectations refer to an actor's beliefs about what a co-actor believes with respect to their relative abilities on a shared task. The authors describe and compare three alternative programs of research that explain the effects of second-order expectations on behavioral inequalities in task groups. The authors’ overall goal is to work toward improving the precision and generality of theories of second-order expectations.

The authors conduct a thorough review of theory and research on each of the three alternative models of second-order expectations. In so doing, they highlight areas of convergence and divergence in terms of theory, method, and empirical support. They also suggest research designs that can help clarify the effects of second-order expectations in task groups and adjudicate among the models.

New empirical studies are needed that attempt to replicate findings across the three approaches to modeling second-order expectations. In addition, the three approaches need to be directly compared at the same time using a shared experimental design and the same participant population.

This is the first effort to systematically and critically compare and contrast three competing models of second-order expectations in structural social psychology. The authors offer a number of original, specific recommendations for future research.

This research paper aims to advance the understanding of the circumstances under which diversity may be beneficial or detrimental for quality group process. Especially, the paper seeks to argue that communication openness is antecedent to the differing group members’ reactions to conflict events, which, in turn, are proposed to impact group's task and social outcomes in culturally diverse workgroups (CDWs).

Using social identity theory as the springboard, we built on existing literature to hypothesize the proposed relationships among variables. These relationships were tested quantitatively using multiple regression.

There are a couple of significant findings from the current research. Direct effects include groups with low levels of communication openness were linked with increased destructive reactions to conflict, bullying behaviors and emotional reactions to bullying; and destructive reactions to conflict were associated with emotional reactions to bullying. Moderating effects include: high levels of communication openness moderated high levels of productive reactions to conflict for decreased bullying behaviors in groups; communication openness made a difference on bullying when destructive reactions to conflict higher; and lower levels of communication openness moderated destructive reactions for increased emotional reactions to bullying.

This study is limited by its reliance on data that focused on primarily on cultural diversity consequently, the impact of gender, age, and other forms of diversity has not been controlled. Future research should consider the impact of age and other forms of diversity in teasing out the effect of communication openness on bullying behaviors.

The results from this study have implications for leaders of CDWs. A leader who is able to manage the reactions to conflict, especially destructive reactions to conflict by increasing communication openness may be able to reduce the perception of bullying behaviors and emotional reactions to bullying. These actions should, in turn, lead to increased group task outcomes.

First, this current paper is one of the first few studies that quantitatively examined bullying in organizational workgroups and in particular, culturally heterogeneous workgroups. Secondly, the paper is also one of the first few papers to examine the role of communication openness and reactions to conflict in workplace bullying and emotional reactions to bullying. Consequently, the paper will be useful for group members and managers as well as leaders of workgroups that experience conflict and bullying. Specifically, such leaders will need not only to manage conflict skillfully but also manage the group member's reaction to conflict to reduce bullying and emotions of bullying in their workgroups.

The purpose of this paper is to examine the process in which organizational members construct and enact public relations (PR) functions as well as how the organization accommodates local values in the PR enactment.

A case study of three large mining companies representing multinational, state-owned, and privately owned mining companies in Indonesia was employed. Semi-structured interviews were conducted with 37 key informants (three top executives and 34 members of PR units).

The Indonesian private mining company and the multinational corporation actively engaged in their environment during the post-Suharto era. They perceived the local community to be more powerful than ever before as a result of the socio-cultural and political changes in the country. They changed their organization designs to gain organizational legitimacy by establishing independent PR divisions at the mining sites and assigning field officers who had the same cultural background as the community. These companies enacted the role of PR as relationship agents and cultural interpreters. Unlike these two companies, the state-owned mining company did not actively search for information from its environment. It relied on the government support for its organizational legitimacy and ignored the environmental changes.

This study is one of the first few studies examining the enactment of PR functions in Indonesia, an emerging country that is under-represented in the marketing and PR literature.

The purpose of this paper is to capture and understand the nature of the relationship between e-government development and the digital economy.

Drawing on the Technology Acceptance Model and Fountain’s technology enactment theory, a multidimensional research model was developed. The model was tested empirically through an international study of 67 countries using reputable archival data, primarily including the UN’s e-government survey and the Economist Intelligence Unit’s digital economy rankings.

The empirical findings indicate a strong positive reciprocal (two-way) relationship between e-government development and the digital economy. This finding provides empirical evidence to support the general notion of “co-evolution” between technology and organisations. The study also finds that along with social, economic, political, technological and demographic factors, certain national cultural characteristics have significant effects on the digital economy and e-government development.

Relying on archival global data sets, this study is constrained by the coverage and formulation of the data set indices, the sample size (67 countries), and the impossibility of detecting errors that may occur in the process of data collection. Therefore, caution should be taken when making generalisations about the findings of this study.

The paper addresses a deficit of empirical research that is supported by sound and established theories to explain short-term dynamics and the long-term impact of the digital economy on public administration. The study contributes to a more accurate and comprehensive understanding of the dynamic relationship between e-government development and the digital economy.

This study examines the lack of confidence in the actions of the government and pharmaceutical companies during vaccine deployment. The authors introduce the concept of supply chain immunity. The authors test whether the perception of higher vaccine supply chain immunity leads to higher willingness to be vaccinated within the supply chain community.

The authors utilize factor analysis and item response theory methods to develop a scale for measuring supply chain immunity. The original and psychometrically sound scale is tested via a structural equation model (SEM). Factor analysis and SEM use survey responses from two samples of 125 supply chain executives.

SEM suggests that supply chain immunity perceptions are a strong predictor of overall supply chain confidence for COVID vaccines. Further, these perceptions, through supply chain confidence, indirectly impact individuals' self-reported willingness to personally accept a vaccine themselves.

This paper presents the concept of supply chain immunity perceptions that have not been used in the medical supply chain literature. This paper presents a first-of-a-kind scale for supply chain immunity perceptions utilizing nascent methods and demonstrates the constructs impact on vaccine program confidence and public willingness to participate.