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Article
Publication date: 20 April 2015

Wu Wei, Xiang Hu, Yanping Li and Peng Peng

The purpose of this paper is to seek to advance the understanding of competitive interaction framework based on competitive dynamics theory that investigates how nonmarket and…

1088

Abstract

Purpose

The purpose of this paper is to seek to advance the understanding of competitive interaction framework based on competitive dynamics theory that investigates how nonmarket and market factors concurrently affect the relationships among action and response, their integration, and initiating firm performance.

Design/methodology/approach

To test the hypotheses for this study, the authors used data collected from the news found in web sites of 72 Chinese firms over a five-year period from January 2007 to December 2011. The authors use the approach suggested by Baron and Kenny (1986) to test the mediated effect of rival response and speed, after structured content analysis is adopted to overcome the challenges of identification and measurement by using a sample of competitive actions and responses.

Findings

The results test partial mediating role of rival response and speed in linking nonmarket, market, and integrated action with initiating firm performance outcomes. Rival responses and speed may vary systematically in nonmarket action. The relationship between the integration of competitive action and initiating firm performance is positive, high, and significant.

Research limitations/implications

The results of this study were limited by a sample in China. The authors further need to consider how nonmarket and market components are operationalized in different institutional environments. The authors study only captures observable moves reported in the news of Chinese firms’ web sites. This single-data source collection raises the specter of cognitive bias. It is advised to collect data from multiple sources, perhaps directly measuring the managers’ perception by using a questionnaire-based survey.

Practical implications

Firms whose main focus is to launch market actions in an effort to gain competitive advantage should ensure that their nonmarket actions constitute interfirm rivalry. Particularly, this study also encourages managers to continuously and rapidly integrate nonmarket actions into their analyses of market competition for firm success. Additionally, managers need to develop effective information-processing mechanisms to analyze, monitor, forecast, and interpret rival response and speed for each competitor.

Originality/value

The research contributes to the authors’ understanding of the nature of nonmarket and market competition by bridging nonmarket action into traditional competitive dynamics.

Book part
Publication date: 1 January 2014

Ranjan D’Mello and Mercedes Miranda

We investigate the impact of the creation of a new incentive structure for CEOs resulting from firms introducing equity-based compensation (EBC) as a means of paying top…

Abstract

We investigate the impact of the creation of a new incentive structure for CEOs resulting from firms introducing equity-based compensation (EBC) as a means of paying top executives on policy decisions. Contrasting a firm’s stock and operating performance in the period the CEO is compensated with EBC (EBC period) and the period when EBC is not a component of the same executive’s pay (No EBC period) leads us to conclude that awarding stock options and restricted shares to executives is not associated with improved firm performance. However, firms initiate EBC after superior performance suggesting that CEOs are awarded compensation in this form as a reward for past performance. Firms have higher unsystematic and total risk levels in the EBC period suggesting EBC influences CEOs’ risk-taking behavior and reduces agency costs arising from managerial risk aversion. While there is no change in R&D expenses and cash ratios there is a decrease in capital expenditures in the EBC period, which is consistent with reduced overinvestment agency costs. Finally, leverage and payout ratios are similar in both periods implying that firms’ financing policy is not influenced by changes in CEOs’ compensation structure.

Details

Corporate Governance in the US and Global Settings
Type: Book
ISBN: 978-1-78441-292-0

Keywords

Article
Publication date: 10 June 2020

Xiaohong Liu, Cheng Qian and Shenghui Wang

This paper draws on the perspective of social networks to examine when 3PLs initiate low-carbon supply chain integration (LCSCI) in decarbonising supply chains.

Abstract

Purpose

This paper draws on the perspective of social networks to examine when 3PLs initiate low-carbon supply chain integration (LCSCI) in decarbonising supply chains.

Design/methodology/approach

A questionnaire survey was conducted on a sample of 348 Chinese 3PLs. Stepwise regression was adopted to analyse the data.

Findings

It is found that LCSCI has a positive effect on firm performance. From the social network perspective, a larger scope of outsourcing increases 3PLs' embeddedness, which increases their chance of success in initiating LCSCI, especially for 3PLs with higher decarbonisation capabilities. Interestingly, although the pressure from government regulation can also motivate LCSCI, it is less effective for 3PLs with higher decarbonisation capabilities because they can be too embedded in the network to freely adapt to regulations.

Research limitations/implications

This study has investigated 3PL-initiated LCSCI only from the view of 3PLs. A dyadic approach which includes the perception of customers would be desirable.

Practical implications

The results highlight the critical role of 3PLs as supply chain orchestrators in decarbonising supply chains, and the effectiveness of LCSCI as a competitive strategy of 3PLs. Coercive pressures from government regulations are not constraints but resources for 3PLs in initiating LCSCI, especially in markets where the 3PLs have insufficient decarbonisation capabilities.

Originality/value

This study contributes to theories on 3PLs' interorganizational low-carbon initiatives, LCSCI, and the paradox of social networks in supply chains.

Details

International Journal of Operations & Production Management, vol. 40 no. 9
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 3 July 2007

Jiun‐Sheng Chris Lin, Woan‐Yuh Jang and Kuan‐Jiun Chen

This study aims to examine how e‐service initiatives affect a firm's market valuation. To provide further insight, paper also assesses the impact of technology acquisition mode…

2084

Abstract

Purpose

This study aims to examine how e‐service initiatives affect a firm's market valuation. To provide further insight, paper also assesses the impact of technology acquisition mode, the firm's organizational position, industry characteristics, and service introduction strategy on firm value.

Design/methodology/approach

Using an event study methodology, we examined the market value of e‐service initiatives through their impact on stock returns‐investors' expectations of firm performance. Based on strategy and marketing theories, we also developed a conceptual framework to examine factors that influence firm performance and value.

Findings

Findings include positive abnormal returns accompanying e‐service announcements. Regression results also show market size and firm size have negative effects on valuation while firm experience has positive effects on firm value. Whereas pioneers and late entrants have an advantage over early entrants, firms acquiring needed technology through collaborative R&D or using diversification expansion strategies experience increased returns. Results are consistent across diverse industry types.

Research limitations/implications

Based on concepts derived from extant marketing strategy and technology management research, this research provides a new perspective for examining the performance implications of e‐services introduction by developing an integrated framework that identifies a comprehensive set of factors that shape the market valuation of e‐service initiatives. Future research can further evaluate the performance effects of e‐service initiatives on other dimensions of corporate performance as well as track the performance before and after announcements to give further insight into effective corporate strategies and long‐term investigation.

Practical implications

When firms initiate e‐services, technology acquisition mode, organizational position, industry characteristics, and service introduction strategies affect financial performance, and therefore, should be accounted for by managers. Recognizing value drivers and their varying effects on performance can provide managers with insights into developing e‐services.

Originality/value

This study presents a framework integrating various performance‐influencing forces at work when a firm initiates e‐services. This framework helps practitioners and researchers in clarifying the importance of e‐service initiatives and the fit of such services with performance‐affecting factors.

Details

International Journal of Service Industry Management, vol. 18 no. 3
Type: Research Article
ISSN: 0956-4233

Keywords

Book part
Publication date: 29 August 2007

Peter Hom and Katalin Takacs Haynes

This chapter describes how to use popular software programs (Hierarchical Linear Modeling, LISREL) to analyze multiwave panel data. We review prevailing methods for panel data…

Abstract

This chapter describes how to use popular software programs (Hierarchical Linear Modeling, LISREL) to analyze multiwave panel data. We review prevailing methods for panel data analyzes in strategic management research and identify their limitations. Then, we explain how multilevel and latent growth modeling provide more rigorous methodologies for studying dynamic phenomena. We present an example illustrating how firm performance can initiate temporal change in the human and social capital of members of Board of Directors, using hierarchical linear modeling. With the same data set, we replicate this test with first-order factor latent growth modeling (LGM). Next, we explain how to use second-order factor LGM with panel data on employee cognitions. Finally, we review the relative advantages and disadvantages of these new data-analytical approaches.

Details

Research Methodology in Strategy and Management
Type: Book
ISBN: 978-0-7623-1404-1

Article
Publication date: 9 March 2012

Horatiu Cirtita and Daniel A. Glaser‐Segura

Downstream supply chain (DSC) performance metrics provide a standard framework to assess internal performance. DSC performance metrics can also help balance performance tradeoffs…

3295

Abstract

Purpose

Downstream supply chain (DSC) performance metrics provide a standard framework to assess internal performance. DSC performance metrics can also help balance performance tradeoffs among firms. The purpose of this paper is to develop a survey instrument to determine whether observed performance metrics correspond to the literature and to determine if performance metric systems are used to improve inter‐firm performance.

Design/methodology/approach

The survey instrument used in this study was based on SCOR performance attributes consisting of: delivery reliability, responsiveness, flexibility, costs, and asset management efficiency. The survey was completed by 73 members of the Council of Supply Chain Management Professionals (CSCMP) consisting of high‐level managers representing US companies.

Findings

One factor explained the underlying one‐dimensional structure of the surveyed Supply‐chain operations reference (SCOR) model as an internal metrics system but the authors did not find convincing support for the notion that external performance metrics are used to coordinate external, DSC inter‐firm activities.

Research limitations/implications

A larger sample size would have allowed more insight into the inter‐relationships of the performance attribute variables. Moreover, the sampling plan limited generalization beyond US firms.

Practical implications

Firms used a standardized performance metric system and did not “pick” among metrics. In addition, firms used metrics independently of the decision to coordinate DSC activities. Perhaps they first learn to coordinate the internal performance and later extend to DSC members.

Originality/value

The paper describes one of the few empirical studies of the SCOR model in US industry.

Details

Journal of Manufacturing Technology Management, vol. 23 no. 3
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 11 January 2021

Ahmed Agyapong, Patience Dakora Maaledidong and Henry Kofi Mensah

Despite the burgeoning stream of research on the relationship between entrepreneurial behavior (EB) and performance, the linkage between entrepreneurial behaviour, international…

Abstract

Purpose

Despite the burgeoning stream of research on the relationship between entrepreneurial behavior (EB) and performance, the linkage between entrepreneurial behaviour, international mindset and performance is still underexplored. Therefore, this study investigates how the international mindset moderates the relationship between entrepreneurial behavior and performance.

Design/methodology/approach

The study's model is tested on a sample of 257 small and medium enterprises (SMEs) in an emerging economy – Ghana – using a three-stage least squares estimator.

Findings

Results indicate that an international mindset primarily fosters entrepreneurial behavior in driving performance over and above the unique positive contributions of entrepreneurial behavior and international mindset. Specifically, the study finds that at high levels of international mindset, the positive effects of innovativeness and risk-taking elements of entrepreneurial behavior becomes strengthened. The international mindset's moderating role on the entrepreneurial behavior-performance linkage shows that the international mindset makes SMEs more innovative and open to risk, hence affecting performance positively.

Originality/value

The study demonstrates that, in the SME sector in the emerging economies, the relationship between the individual dimensions of entrepreneurial behavior and performance is contingent upon the role international mindset play in such a relationship. Further, this study explores how international mindset interacts uniquely with the EB (innovativeness, risk-taking and proactiveness) to predict performance.

Details

Journal of Strategy and Management, vol. 14 no. 2
Type: Research Article
ISSN: 1755-425X

Keywords

Book part
Publication date: 9 November 2023

Harmono Harmono, Sugeng Haryanto, Grahita Chandrarin and Prihat Assih

This chapter focuses on testing optimal capital structure theory: The role of intervening variable debt to equity ratio (DER) on the influence of the financial performance

Abstract

This chapter focuses on testing optimal capital structure theory: The role of intervening variable debt to equity ratio (DER) on the influence of the financial performance, Ownership Structure of Independent Board of Commissioners (IBCO), Audit Committee (ACO), and Institutional Ownership on Firm Value. The research design was explanatory research using path analysis. Using purposive sampling, 61 manufacturing companies, observation period from 2014 to 2018 with 286 N samples. The research novelty empirically can prove the role of intervening variable DER on the effect of return on assets (ROA) on firm value and shows the market response to the ROA is fully reflected by DER, indicating the existence of an optimal capital structure. The role of DER on the effect of ROE and IBCO on firm value is a partial mediation with the inverse direction. This phenomenon shows that the mechanism of forming a balance between the responses of investors and creditors relates to debt financing.

Details

Macroeconomic Risk and Growth in the Southeast Asian Countries: Insight from SEA
Type: Book
ISBN: 978-1-83797-285-2

Keywords

Article
Publication date: 14 August 2017

Ali Ahmad Bodla and Tang Ningyu

The purpose of this paper is to examine the relationship of perceived transformative human resource (HR) practices and employee task performance. Drawing on evidence-based…

1953

Abstract

Purpose

The purpose of this paper is to examine the relationship of perceived transformative human resource (HR) practices and employee task performance. Drawing on evidence-based approach, the transformative HR practices intend to transform employees’ behavior to cope with organizational change. This study intends to answer how does the perceived transformative HR practices influence employees’ behavioral capability to enhance their task performance. This investigation proposes that the perceived transformative HR practices positively affect employees task performance, however, employee adaptivity mediates the relationship between them.

Design/methodology/approach

The authors used a random sample of 224 employees, from a large high-tech company in China, to test the hypotheses. Exploratory and confirmatory factor analyses were conducted to determine the perceived transformative HR practices in the context of a high-tech firm. The authors performed multiple linear regression analysis to examine the proposed model.

Findings

The results of this study indicate that the perceived transformative HR practices positively influence employee adaptivity and task performance. Furthermore, employee adaptivity mediates the relationship between the perceived transformative HR practices and employee task performance. Therefore, employee adaptivity illuminates and explains the underlying mechanism of how the perceived transformative HR practices lead to employee task performance.

Research limitations/implications

Data collected from single firm may limit the generalizability of the findings and cross-sectional research design may raise the concern of common method bias. Future studies should test and validate the operationalization of the perceived transformative HR practices in different research contexts and with larger sample size. Organizations should design and implement transformative HR practices to cope with change. Furthermore, organizational managers should encourage and facilitate employee adaptivity to achieve better performance.

Originality/value

This study contributes to change management and the HR literature by identifying and operationalizing the perceived transformative HR practices as a predictor of employee adaptivity and task performance. Through the underlying mechanism of employee adaptivity between the perceived transformative HR practices and employee task performance, this study provides a new perspective to look at the HR-performance relationship in the change process.

Details

Journal of Organizational Change Management, vol. 30 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 25 November 2022

Hui Qi, Xiaotao Yao and Weiguo Fan

The purpose of this paper is to explore the nature of a competitive action and its impact on the response of rivals in the digital market. Specifically, this paper introduces the…

Abstract

Purpose

The purpose of this paper is to explore the nature of a competitive action and its impact on the response of rivals in the digital market. Specifically, this paper introduces the concept of action complexity and action variation to delineate the configuration characteristics of each digital competitive action and empirically investigates how these action characteristics further affect rivals’ response speed.

Design/methodology/approach

This paper uses structural content analysis methods to code competitive actions based on the news of Chinese online travel agencies (OTAs) from 2010 to 2015. The cox proportional hazards regression models are employed to test the hypotheses.

Findings

The results indicate that action complexity of the focal firm is negatively associated with rivals’ response speed as it constrains their interpretation (awareness), motivation and capability to respond, while action variation of the focal firm is positively associated with rivals’ response speed as it enhances their attention (awareness) and motivation to respond. Furthermore, the negative relationship between action complexity and response speed is weaker when action variation is high.

Originality/value

Further to advancing competitive dynamics theory, this paper proposes an action-configuration perspective to explore the particular content and quality of each digital competitive action. The discussion of competitive rivalry between OTAs also enriches the application of competitive dynamics in the digital market. Meanwhile, this paper further clarifies the decision-making process of rivalry drawing on the awareness–motivation–capability (AMC) framework.

Details

Management Decision, vol. 61 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

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