Search results

In this paper, the authors investigate the inbound tourism demand elasticities of the Middle East and North African (MENA) countries. The authors emphasize the role of external and internal conflicts, world gross domestic product and relative prices over the period 1995–2017.

This study applies the heterogeneous panel data estimators based on the fully modified-OLS (FM-OLS), dynamic-OLS (DOLS) and the recently developed method of moments quantile regression (MMQR).

The empirical results indicate that the effect of external and internal conflicts on inbound tourism demand is negative and inelastic with external conflict having a stronger effect. The effect of both classifications of conflicts diminishes as the market share of the tourist destination increases. In addition, the role of the world GDP on tourism demand is positive and elastic, suggesting that tourism is a luxury good while an increase in relative prices diminishes inbound tourism demand.

The paper, therefore, concludes that if policy measures are not put in place to curtail incidences of conflicts, economic growth in these countries may suffer setbacks. This by implications could affect the attainment of the sustainable development goals (SDGs) targets.

While the relationship between military expenditure and economic growth during the Cold War period is well-researched, relatively less is known on the issue for the post-Cold War era. Equally how the relationship varies with respect to exposure to conflict is also not fully examined. Therefore, the purpose of this paper is to investigate the causal impact of military expenditure on growth in the presence of internal and external threats for the period 1990-2013 using data from 70 developing countries.

The main estimates are based on the generalized method of moments (GMM) regression model. But for comparison purposes, the authors also report estimates using fixed and random effects as well as pooled cross-section regressions. The regression specification accounts for non-linear effect of military expenditure allowing for interaction with conflict variable (where distinction is made between external and internal conflict).

The analysis indicates that methods as well as model specification matter in studying the effect of military spending on growth. Full sample estimates based on GMM, fixed, and random effects models suggest a negative and statistically significant effect of military expenditure. However, fixed effects estimate becomes insignificant for low-income countries. The effect of military spending is also insignificant in the cross-sectional OLS model if conflict is not considered. When the regression model additionally controls for conflict, the effect of military spending conditional upon (internal) conflict exposure is significant and positive. No such effect is present conditional upon external threat.

One important limitation of the analysis is the small sample size – the authors had to restrict analysis to 70 low and middle-income countries for which the authors could construct post-Cold War panel data on military expenditure along with information on armed conflict exposure (the later from the Uppsala Conflict Data Program, 2015).

To the best of the author’s knowledge, this is the first paper to examine the joint impact of military expenditure and conflict on economic growth in post-Cold War period in a sample of developing countries. Moreover, an attempt is made to review and revisit the large Cold War literature where studies vary considerably in terms findings. A key reason for this is the somewhat ad hoc choice of econometric methods – most rely on cross-section data and rarely conduct sensitivity analysis. The authors instead rely on panel data estimates but also report results based on naïve models for comparison purposes.

The coronavirus disease 2019 (COVID-19) situation has led to the emergence of virtual teams in all organizations, and the role of leadership has become more pertinent. The current research focuses on understanding the factors for better team performance in virtual teams. Based on the contingency perspective, the behavioral complexity in leadership (BCL) theory is the most appropriate as BCL requires the leader to demonstrate multiple contrasting leadership behaviors according to the situation. Both internal as well external roles were explored, which could facilitate better communication quality and role clarity to increase interpersonal trust and leadership effectiveness in the current crisis.

Data were collected from employees who have worked in virtual teams during the crisis and who have experience of working in a virtual team environment. A total of 200 questionnaires were distributed, and 175 were received. A path model was built applying partial least squares structural equation modeling (PLS-SEM).

Communication quality has come as a partial mediator for the relationship between internal and external leadership roles and trust. Role clarity fully mediated the relationship between external leadership roles and conflict. Internal and external leadership roles showed a significant effect on leadership effectiveness, which were further related to team performance in virtual teams. Additionally, synchronous technology was used more by virtual teams.

The study did not examine cultural differences or cultural adaptation in virtual teams. Instead of the BCL theory, future research may apply attribute-based or relational-based theory to examine leadership roles in virtual team performance.

Using the BCL theory, the current study contributes to an understanding of virtual team performance and the internal as well as external role of leaders. This is relevant in an environment of extreme ambiguity such as COVID-19.

The purpose of this paper is to explore how management controls in an organization take shape amidst the tensions between external institutional forces and the internal dynamics arising from the different powers and interests of managers as well as from intra-organizational norms, rules and taken-for-granted assumptions.

Adopting an interpretivist stance, this study employs the embedded (nested) case study approach drawing evidence from an apparel group which consists of a head office and four clusters. Theoretically, the paper is informed by institutional theory, and particularly draws on concepts such as organizational field, ceremonials, rational myths, isomorphism, institutional logics and loose coupling. It is further complemented by strategic responses of Oliver (1991), as well as materials and discursive elements in elaborating how external pressures influence control practices of an organization, and how internal actors strategically respond to those pressures in balancing external legitimacy and internal efficiency requirements.

The field-study findings reveal that management controls of the case-study organization have taken shape amidst external pressures, specifically from customers and internal dynamics such as interests of key actors, who strategically respond to external pressures and head -office specifications.

Situating management controls within external pressures and internal dynamics, the findings of this study have implications for research on organizational heterogeneity, and it offers learning points for managers in formulating management controls by balancing conflicting internal and external pressures.

In reality, practicing managers are faced with conflicting logics arising from external pressures and internal dynamics stemming from different power- and interest-holding managers as well as intra-organizational norms, rules and taken-for-granted assumptions in their everyday encounters in organizations. This study provides some pointers for such practicing managers in designing and implementing management control systems by effectively balancing these opposing influences and formulating systems suited to the circumstances of a particular organization.

Moving beyond the widely held narrow conceptualization of institutional theory akin to (external) isomorphism and organizational conformity, this paper brings out organizational heterogeneity through the active agency of actors in terms of their power, interest and proclivities as well as their use of organizational norms and rules in responding to such external institutions.

Data on economic variables are drawn from the International Financial Statistics (IFS) Yearbook (Edward, 2008; Carson, 2000, 2002, 2004; McLenaghan, 1992, 1995) published by the International Monetary Fund (IMF) Statistics Department (1964, 1973, 1981, 1983). The economic variables that I obtained from the IFS are GDP, gross domestic investment, and government expenditures. The IMF values for the variables are in current prices. The current values are non-comparable across countries due to the different amounts of inflation across nations over time. I converted all data to constant values with the year 1985 as a base year using the GDP deflator provided by the IFS. For countries that do not have GDP deflators for the period (1960–2002), I used the consumer price index (CPI)² provided by the same source. In addition, the values for the variables are converted from their respective national currencies to U.S. dollars. Some countries in Latin America posed problems when I conducted the conversion process because they arbitrarily changed their national currencies several times from 1960 to 2002. These currency changes made it very difficult in the cases of Argentina, Brazil, Bolivia, and Mexico to draw reliable conclusions from the empirical analysis. Several countries – Chile, Indonesia, Liberia, Mauritius, Madagascar, the Sudan, Tanzania, Zaire, and Zambia – have numerous missing values that made their time series fall below the required span for appropriate time series analysis. These nine countries were dropped from the NLS analysis, which reduced the number of countries involved in the NLS analysis to sixty countries. However, these nine countries were included in the CNTS analysis.

This study explores the interaction effects of organizational conflict history and employees' situational perceptions of COVID-19 on negative megaphoning and turnover intention.

Survey data (N = 476) were collected from US citizens, who self-identified as full-time employees, through Amazon Mechanical Turk (MTurk) in August 2020.

Organizational conflict history (i.e. highly conflict-prone vs less conflict-prone workplaces) interacts with employees' situational perceptions of COVID-19 (i.e. inactive vs active publics) in affecting employees' negative megaphoning and turnover intention toward their organizations. Employees who are active publics on COVID-19 in highly conflict-prone workplaces reported the highest negative megaphoning and turnover intention. On the contrary, employees who are inactive publics on COVID-19 in less conflict-prone workplaces reported the lowest negative megaphoning and turnover intention.

COVID-19 is an uncontrollable, exogenous crisis for organizations. While it is expected that employees in highly conflict-prone workplaces would report higher negative megaphoning and turnover intention, this study found that employees' situational perceptions of COVID-19 would further exacerbate the effects. This finding reflects the importance of managing organizational conflicts continuously and preemptively while also segmenting and cultivating relationships with employees based on their situational perceptions of issues and crises.

This study identified the significance of the interaction of cross-situational factors (e.g. employees' recollection of organizational conflict history) and situational factors (e.g. employees' situational perceptions of issues) in affecting employees' negative behavioral intentions in crisis situations, even if the crises are exogenous and uncontrollable.

Although several studies have evaluated effective factors for conflict occurrence, researchers have developed few methods of determining preventive capacities and determining preventive measures on the basis of an analysis of chain of risks that cause conflict. The purpose of this paper is to devise a mechanism for conflict prevention by evaluating chain of risks that cause conflict and different conflict types.

Efforts centered on facilitating the prevention conflicts through analyzing the effects of chain of risks on change causes, decomposing the mixture of conflict types in each conflict and determining the contribution of each conflict type to conflict creation.

The paper expands the existing body of knowledge on conflict management through the determination of complex relationships, namely, the relationship between conflict causes and project parties and the coherence between project parties and conflict types.

A practical example is analyzed to demonstrate the proposed approach capabilities. The results showed that using the developed approach to determine conflict type can serve as a means of control in projects and the developed approach can be incorporated into construction contracts as a conflict resolution mechanism. This paper presents an understanding of complex relationships among the chain of risks which cause conflict, the important players in conflict management process and different conflict types. It also provides a basis to select an effective management method for each conflict.

Co-creation as a collaborative process between organizations and customers generates unique value for both internal and external stakeholders for the company. Research generally examines and portrays customer-company co-creation as a balanced and harmonious relationship. However, a successful co-creation strategy involves understanding the shared interests of the parties and resolving tensions between internal and external stakeholders to avoid co-destruction. This study aims to draw on the intersection of organizational behavior and marketing literature and to examine shared interests and conflicting tensions involved in the co-creation in the context of sports entertainment. This context allows the researchers to unpack and present a more complex process of co-creation that fosters co-creativity and innovation.

Based on a qualitative case-based approach of a major university in the USA, the authors draw on interviews and observations from their athletic administration and fans engaged in a men’s Division I team through an entire season.

This qualitative study illustrates an alternative, more complex dilemma of co-creating emotional and symbolic value based on shared interests while reconciling conflicting internal and external stakeholder interests. The findings suggest a tug of war based on tensions, where management adopted contrasting managerial strategies ranging from attempting to reconcile tension through organic co-creation to controlled manufactured creation.

Emotional and symbolic game experience value is an interdependent process which cannot be created without consumer engagement. Both emotional and symbolic values are enhanced during games to the extent consumers perceive participation in the creative pre-game stages.

This study draws on sports entertainment to identify sources of tension in co-creation and discuss type of solutions among internal and external stakeholders.

The fact that the ME has been an area of conflicts throughout its history is an indication of its utmost relevance to the strategy formulations of major powers. The ME can be called “the land bridge of civilization” because it links Africa with Eurasia, and it has been the trade route of peoples from Asia, Africa, and Europe. Ancient empires, as well as contemporary major powers, have competed for power and influence in the region to enhance their relative economic and military positions. The discovery of oil in the region escalated the struggle among major powers, created societal dislocations, and increased internal and external conflicts. The ME has been the major artery of contact for over 3000 years (Weatherby, 2001, pp. 1–4). One hundred years ago, scholar-adventurer John L. Stoddard recognized this fact when he described a small portion of the region, Palestine. According to Stoddard, “Palestine has an area only a little larger than the state of Massachusetts, while Russia occupies one seventh of the habitable globe: yet in the scales of intellectuals and moral value the little province of Judea outweighs beyond comparison the empire of Czar” (Weatherby, 2001, pp. 1–4).

The aim of this research is to investigate the relationship between (dual) organizational identity and individual heuristics – simple rules and biases – in the process of strategy change. This paper offers a theory on identity reflexivity as a cognitive mechanism of strategy change in the context of organizational hybridity.

The authors draw on a 2-year ethnographic study at a Dutch social housing association dealing with the process of strategy change. The empirical data comprises of in-depth semi-structured interviews, ethnographic observations as well as secondary sources.

Conflicting identities at the organizational level influence heuristics at the individual level, since members tend to identify with their department's identity. Despite conflicting interpretations, paths of cognitive shortcuts – that the authors define as internal and external identity reflexivity – are shared by the conflicting identities.

The findings of this research are subject to limitations typical of a qualitative case-study, such as possibly being context dependent. The authors argue that this research contributes to the understanding of how individual heuristics relate to organizational heuristics, and suggest that the process of identity reflexivity can contribute to the alignment of conflicting identities enabling strategy formation in the context of a dual-identity organization.

Understanding how managers with conflicting identities achieve agreements is important to help organizational leaders to pursue sustainability-oriented strategy change.

Given the pressure experienced by mission-driven organizations to integrate multiple sustainability demands in their mission, understanding managers' decision-making mechanism when adapting to new, often conflicting, sustainability demands is important to accelerate societal sustainability transitions.

This paper addresses the process of new strategy design in the context of a socially driven business. This context fundamentally differs from the one addressed by the existing heuristics literature with respect to organizational environment and role, and specific competing demands.