Search results
1 – 3 of 3Erik Beuck, Nourah Shuaibi and Wonjae Hwang
By examining the link between the two types of FDI and intrastate conflict from 1990 to 2015 in 138 countries, this paper intends to test the peace-through-FDI thesis.
Abstract
Purpose
By examining the link between the two types of FDI and intrastate conflict from 1990 to 2015 in 138 countries, this paper intends to test the peace-through-FDI thesis.
Design/methodology/approach
To empirically test the hypotheses, this study examines county-year observations from 1990 to 2015 for 138 countries. An instrumental variable method is utilized to this end.
Findings
This paper shows that, while greenfield FDI generates pacifying effects on intrastate conflict, M&A investment is likely to promote the onset of intrastate conflict.
Originality/value
Despite the extensive literature on FDI and the onset of intrastate conflict, many have approached FDI as a singular phenomenon, and have not broken it down into its constituent parts of greenfield and brownfield investment types. Theorizing that this practice had oversimplified and blurred the relationship of FDI on intrastate conflict onset, the authors pursued the collection of novel data in order to more completely distinguish between the two types of FDI. With this novel approach dividing FDI into its component parts, the authors break open the black box of FDI to empirically find out the extent of its diverse influence on the onset of intrastate conflict.
Details
Keywords
Andreas Risberg, Hamid Jafari and Erik Sandberg
The purpose is to explore how the configurations resulting from the interplay of last mile logistics practices and firm characteristics are associated with firm performance in an…
Abstract
Purpose
The purpose is to explore how the configurations resulting from the interplay of last mile logistics practices and firm characteristics are associated with firm performance in an omni-channel context.
Design/methodology/approach
Drawing on configuration theory (CT), the authors use fuzzy-set qualitative comparative analysis (fsQCA) to analyze data on 72 Swedish omni-channel retailers.
Findings
Four configurations are identified—store-oriented small and medium-sized enterprises (SME's), online-oriented SME's, large store-oriented retailers and large online-oriented retailers. The results show that while offering a wide range of delivery options is necessary to achieve high performance, it is not sufficient, and that returns and fulfilment should be simultaneously considered. For instance, large high-performers leverage their stores and warehouses for fulfilment and returns in an integrated way irrespective of sales channel-mix. However, SME's appear to focus on fulfilment simplicity with less-costly delivery alternatives, where store-oriented SME's leverage stores and the online-oriented counterparts leverage warehouses. Consequently, the authors develop a configurational taxonomy and discuss a set of recipes which provide insights for researchers and practitioners.
Research limitations/implications
The study provides a more comprehensive understanding of the pathways to success, and potential pitfalls, in the last mile logistics context.
Originality/value
This study applies a novel methodology in the field, namely fsQCA, to explore the paths to competitive advantage. It covers a wide range of stages in the LM including back-end fulfilment, delivery and returns. It also provides insight into the logistics practices of both SME's and large omni-channel retailers.
Details
Keywords
Michelle Carr and Stefan Jooss
COVID-19 has forced Big 4 firms to challenge existing management control arrangements and adapt their ways of working. Yet, we know little about how management control might be…
Abstract
Purpose
COVID-19 has forced Big 4 firms to challenge existing management control arrangements and adapt their ways of working. Yet, we know little about how management control might be enacted in the future of the sustainable workplace. The objective of the study is to examine the patterns of management control change in the Big 4 accounting firms during the COVID-19 pandemic.
Design/methodology/approach
Adopting an exploratory qualitative research design, the authors draw on 42 interviews with directors and associates in the Big 4 professional services firms.
Findings
The findings reveal two pathways of management control change including alignment and displacement. The authors found that relatively minor adaptions to action and result controls were relied upon to respond to substantial cultural and personnel control changes.
Originality/value
The contributions are threefold: the authors take a temporal perspective to (1) unpack the changes to management control arrangements; (2) theorise the findings by developing a three-dimensional taxonomy of change pathways encompassing pace, scope and longevity of management control change and (3) contextualise management control arrangements in a hybrid work setting.
Highlights
COVID-19 has forced Big 4 firms to challenge existing management control arrangements.
Literature has focused on traditional, onsite work settings and largely ignored change pathways.
The authors take a temporal perspective to unpack changes to management control arrangements.
Big 4 firms adapted to hybrid work with substantial changes to personnel and cultural controls.
The authors theorise the findings by developing a three-dimensional taxonomy of change pathways.
COVID-19 has forced Big 4 firms to challenge existing management control arrangements.
Literature has focused on traditional, onsite work settings and largely ignored change pathways.
The authors take a temporal perspective to unpack changes to management control arrangements.
Big 4 firms adapted to hybrid work with substantial changes to personnel and cultural controls.
The authors theorise the findings by developing a three-dimensional taxonomy of change pathways.
Details