Search results

The purpose of this study was to test the effects of climate change, as manifested in both temperature and rainfall changes, on adaptive practices in a sample of wine firms operating in South Australia. Given that firms’ adaptation to the external environment can be advanced through effective internal learning systems, a further purpose was to explore the moderating effect of absorptive capacity.

The authors used a survey as well as secondary sources to collect data. Regression analysis was used to test the hypotheses. To test the robustness of the results, alternative measures of temperature and rainfall changes were used.

By studying 207 wine firms, the analysis suggests that climate change is significantly and positively associated with adaptive practices. Further, as hypothesized, absorptive capacity positively moderates both relationships.

The use of a single industry in a specific location limits the generalizability of the results. Implications suggest that when the effects of climate change are considered the natural environment might be accorded salient stakeholder status. Further, when absorptive capacity is high, firms appear to adapt to climate change at a greater rate, suggesting that internal learning systems are important.

This is one the few studies in the business literature that considers the effects of actual physical changes in the natural environment on firm behaviour. Further, the paper is one of the few to incorporate natural stakeholder-based theory as a means of exploring climate change. The research paves the way for future studies of responses to such changes.

The purpose of this study is to investigate about women involved in the wine industry of emerging economies, including their journey, perceived progression in the industry, their impact and required characteristics to adapt to this industry. Because of its significance in the context of this research, social cognitive theory (SCT) will be adopted.

Face-to-face, in-depth on-site interviews were conducted with 15 female winery owners and managers in three separate South American wine regions.

While overall participants recognised persistent barriers for women to work in the wine industry, they also acknowledged increased opportunities for females, which have led to stronger roles for women. Importantly, sensitivity, by being detail-oriented in service encounters while practicing subtlety in winemaking, was revealed as a key differentiating trait. Further, fundamental tenets of SCT, particularly self-efficacy, became apparent when participants reflected on their own journeys, as well as on how future female entrants could successfully adapt to the wine industry.

The study draws on SCT’s underpinnings to examine an under-researched area, notably, the journey of entrepreneurial women in the wine industry of emerging economies. Apart from the gathered empirical evidence concerning such a journey, a proposed framework extends SCT, thereby highlighting the role of self-efficacy, a determinant factor in enhancing women’s presence and involvement in the wine industry. This presence is closely linked to women’s progression and journey in the industry, where determination contributes to their adaptation, learning and accumulation of knowledge, with important implications for their future and the future of other female entrants.

Considering that food security is a global responsibility, the purpose of this study is to examine the impact of agricultural industries on vulnerability to climate change and the moderating effects of gender-diverse parliaments, education expenditures, research and development (R&D) expenditures and foreign direct investment (FDI).

Using concepts in governance, innovation and knowledge theory, a large panel data set of 125 countries covering 1997–2018 (1,852 country-year observations) was analyzed. Data were sourced from the Notre Dame Global Adaptation Index, the World Bank, the Heritage Index and the International Monetary Fund. Moderated random effects regression was conducted in Stata.

The results reveal that agricultural industries are positively associated with vulnerability to climate change and provide support for our predictions that education expenditures and FDI both reduce the impact of agricultural industries on vulnerability to climate change. However, contrary to predictions, the percentage of women in parliament and R&D expenditures both increase this impact.

To the best of the authors’ knowledge, this is the first quantitative study that uses large, established data sets to explore the relationship between agricultural industries and country vulnerability to climate change. This study shows the significance of country-level factors that both decrease and increase the impact of agricultural industries on vulnerability to climate change.

This is an exploratory study with the purpose of empirically testing and advancing knowledge on the relationship between top management team (TMT) leadership styles and a service recovery culture. A further test explores a contingency perspective, examining if gender diversity on the TMT shapes this relationship.

We examine the perceived TMT transformational leadership style, as well as the moderating effect of TMT gender diversity. Relying on both survey and archival data, our hypotheses are tested with a sample of 234 public firms based in the United States. Moderated hierarchical regression analysis is used as the statistical approach.

Results suggest that perceived TMT transformational leadership is positively associated with a service recovery culture. When accounting for TMT gender diversity, the relationship between perceived TMT transformational leadership and a service recovery culture is positively moderated.

The study represents a sample of for-profit public firms operating in the United States and should not be taken as a general population sample. The findings could vary relative to other countries, private companies and non-profit organizations.

This is the first known study to explore the relationship between TMT leadership styles, TMT gender diversity and a service recovery culture. The study extends findings with the respect to the impact of TMT leadership and gender diversity on organizational development, as well as offers new insights into the antecedents of a service recovery culture.

Considering that context is important and relying on a contingency perspective, the purpose of the study is to analyze the relationship between an entrepreneurial orientation (EO) and firm performance in one of the world's oldest economies: Italy. The contingency perspective relies on competitive strategy as a moderating variable.

Using a mix of primary and secondary data sources, relationships are explored in a sample of 229 Italian for-profit firms. Moderated regression analysis is used for the sample and additional tests are conducted by firm size groupings.

The analysis suggests that an EO is positively associated with firm performance in the sample firms. Further, competitive strategy acts as a moderating influence: a low-cost strategy negatively influences the relationship, while a differentiation strategy positively influences the relationship. The firm size groupings do not appear to affect the results.

The study examines only for-profit firms in a single country, Italy; therefore, generalizability is limited. The results must be interpreted in light of these limitations.

This study contributes to the entrepreneurship literature by considering a relatively new international context in the EO–firm performance relationship. Further, a new contingency perspective is advanced by considering competitive strategy. In doing so, this study extends an understanding of the conditions under which an EO might be associated with firm performance.

Customer relationship management, or CRM, is a new management concept ‐ a new approach ‐ to managing customers. CRM is about the management of technology, processes, information resources, and people needed to create an environment that allows a business to take a 360‐degree view of its customers. CRM environments, by nature, are complex and require organizational change and a new way of thinking about customers ‐ and about a business in general. Creating such an environment requires more than adequate management of the customer relationship or new technologies, it requires new forms of leadership as well. Customer relationship leadership, or CRL, is a new model that leaders can embrace to recreate or readjust their leadership styles in order to foster an atmosphere in their businesses to adopt and practice the principles of CRM. While CRM environments improve business performance, initiatives undertaken in this new management field require sound leadership as well. CRL is a recommended approach to bridge the gap between a CRM vision and its reality.

Today, we are at one of those rare inflection points along the path of human economic development. As the Industrial Age gave way to the Information Age, so now the Information Age has given way to the Relationship Age. Relationship Age economies, rather than based on raw materials or information, are based on the “hidden” assets of the firm, otherwise known as intangible assets. Intangible assets comprise the majority of a firm’s market value and the majority of intangible assets constitute the value contained within relationships: relationships with customers, employees, partners and suppliers. To find success in the Relationship Age and to drive sustainable market value, firms will need to develop a balanced approach in goal setting, quality programs and management techniques to grow and maximize their most important capital store, relationship assets.

Arguably, businesses are facing their most challenging moment in time as we enter the twenty‐first century. Companies that have relied on industrial‐age advantages such as access to distribution channels, mass production, economies of scale, capital investments, switching costs, and even government policy, have all but been rendered obsolete in today’s blisteringly fast‐paced business environment ‐ an environment that is now based on information and knowledge. Today’s business environment is anything but stable and predictable. In fact, it moves in real time. Technological advancements, deregulation, and globalization are generating upheavals in both organizations and products and services. Markets are fragmenting. Barriers to entry are crumbling ‐ even in capital‐intensive industries. New businesses are starting up in venues that did not even exist a few years ago. The Internet and its World Wide Web alone have created ‐ almost overnight ‐ a borderless global economy. Customers can be of any creed, religion, color or race. Matching products, services and employees to customers will become a key and critical ingredient for business and financial survival in the twenty‐first century. The challenge will be to find, acquire and retain the right customers ‐ who could come from anywhere in the world ‐ in order to fuel long‐term business success. This will require keen attention, and a holistic focus, on customers themselves. This will require customer relationship management.

This paper aims to explore the nature of the cooperation–competition nexus in regional clusters by examining how wine firms in Australia engage in knowledge exchanges about a “common” strategic issue: climate change. Further, it determines if differences in climate change innovations exist based on sub-regional position.

Using a survey, data were collected from 557 firms across three wine-producing regions in Australia. Respondents were drawn from a leading wine industry database.

The findings suggest that, after accounting for all knowledge exchanges, firms across the regions appear to be generally engaging in knowledge exchanges about climate change within their own geographic sub-regions. However, paradoxically, firms in “elite” sub-regions appear to be demonstrating more of a cooperative posture via a greater level of external knowledge exchanges. The results also suggest that implementation rates differ for adaptive climate change innovations only (as opposed to mitigative innovations) to the apparent advantage of firms in elite sub-regions.

The study represents Australian wine regions and should not be taken as a general population sample. The impacts of climate change in other wine-producing regions around the world may vary, leading to different results than those found in this study.

Wine producers face many challenges with respect to climate change. To respond effectively to this issue, the sharing of knowledge is important to innovate around mitigative and adaptive practices. This research suggests that greater stimulation of open knowledge exchanges is likely needed so that all producers can benefit from industry-wide learning.

This paper provides insights to wine scholars, industry practitioners and peak industry bodies seeking to understand and enhance the wine industry’s response to climate change. The paper also points to areas of future research opportunity and provides policy recommendations.

In this paper we develop a model for researching the influence that a board of directors can have on improving an organization’s sustainability performance. Our model explores sources of cognitive flexibility of boards needed to recognize and respond to the need for improved sustainability performance. We first define concepts of sustainability, sustainability competence, and sustainability performance. We then analyze two forms of board capital (a board’s human capital and its social capital) and three aspects of a board’s information processing (its patterns of information search, discussion and debate, and information absorption) that we suggest affect a board’s cognitive flexibility and thereby influence whether a board decides to adopt sustainability performance goals. Our model also suggests that an organization’s strategic flexibility – as represented by its current endowments of resource flexibilities and coordination flexibilities – will moderate the relationship between a board’s decision to adopt sustainability performance goals and an organization’s subsequent achievement of those goals. We also suggest that our model is generally relevant to any research seeking to predict the influence of boards on strategic change in many forms, not just to research focused on sustainability issues.