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1 – 10 of 42Fabrizia Sarto, Sara Saggese, Riccardo Viganò and Marianna Mauro
The purpose of this paper is to provide insights into the implications of board human capital heterogeneity for company innovation by focusing on the educational and the…
Abstract
Purpose
The purpose of this paper is to provide insights into the implications of board human capital heterogeneity for company innovation by focusing on the educational and the functional background of directors. Moreover, it examines the moderating effect of the CEO expertise-overlap within the innovation domain on the relationship between board human capital heterogeneity and firm innovation.
Design/methodology/approach
The hypotheses are tested through a set of ordinary least squares regressions on a unique dataset of 149 Italian high-tech companies observed between 2012 and 2015.
Findings
Findings show that the educational and the functional background heterogeneity of directors increase both the innovation input and output. However, results highlight that these relationships are negatively moderated by the CEO expertise-overlap within the innovation domain.
Practical implications
The paper emphasizes the importance of appointing directors with different and specific educational and functional backgrounds to foster the company innovation.
Originality/value
The paper fills a gap in the literature as it has devoted limited attention to the performance implications of board human capital heterogeneity in the high-tech industry where knowledge and skills are the primary sources of value. Moreover, the paper integrates the research on the CEO-board interface by shedding light on how the CEO expertise within the innovation domain affects the contribution of heterogeneous boards to company innovation.
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Maarit Kinnunen, Antti Honkanen and Mervi Luonila
The purpose of the study is to compare features of career development and fandom in frequent festival attendance in the context of Finnish music festivals.
Abstract
Purpose
The purpose of the study is to compare features of career development and fandom in frequent festival attendance in the context of Finnish music festivals.
Design/methodology/approach
The study uses a mixed methods research approach and employs two theoretical frameworks: theories of career development and fandom.
Findings
In frequent festival attendance, both festival career development and festival fandom are most clearly present in motivation development and social dimensions.
Practical implications
Strategically, frequent festivalgoers should be considered as crucial stakeholders, who might mobilize the co-creation of a sense of community or festival brand.
Originality/value
Music-related fandom has been previously investigated in relation to artists and specific musical genres, but not so much in relation to music festivals in general. Career studies, on the other hand, concentrate heavily on sports events. There is a scarcity of research scrutinizing both career development and fandom in the festival context within the same study, and festival attendance as part of music tourism is an under-researched area.
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Johanna Anzengruber, Sabine Bergner, Herbert Nold and Daniel Bumblauskas
This study examines whether managerial capability fit between line managers, middle managers and top-level managers enhances effectiveness.
Abstract
Purpose
This study examines whether managerial capability fit between line managers, middle managers and top-level managers enhances effectiveness.
Design/methodology/approach
Effectiveness data and managerial capability ratings from more than 1,600 manager–supervisor dyads were collected in the United States and Germany. Polynomial regression was used to study the relation between manager–supervisor fit and managerial effectiveness.
Findings
Our results indicate that the fit of managerial capabilities between a manager and his/her supervisor predicts the effectiveness of this manager. The most effective managers show particularly high managerial capabilities that are in line with predominantly high managerial capabilities of their supervisors. Two aspects are important: the manager–supervisor fit and the absolute capability level that both possess. The results further indicate that the importance of the manager–supervisor fit varies across lower, middle and top-level management dyads.
Research limitations/implications
This study contributes by advancing research on managerial capability fit conditions between managers and their supervisors as a central element in viewing and managing effectiveness.
Practical implications
This article informs managers, supervisors and HR professionals about pitfalls in organizations that degrade effectiveness.
Originality/value
This article shows how the alignment between managers and their supervisors relates to effectiveness in a large-scale study across different hierarchical levels.
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This paper examines the organizational resilience of audit firms during the early stages of COVID-19. The unexpected restrictions placed on travel and on-site working created…
Abstract
Purpose
This paper examines the organizational resilience of audit firms during the early stages of COVID-19. The unexpected restrictions placed on travel and on-site working created unanticipated barriers for auditors in Hong Kong. The authors expect that auditors with greater organizational resilience can respond to unexpected situations and restore expected performance levels relatively quickly.
Design/methodology/approach
The authors utilize a sample of 1,008 companies listed on Hong Kong Stock Exchange (HKEX) with a financial year-end of December 31. The authors identify five proxies contributing to organizational resilience: auditor size, industry specialization, diversity, geographic proximity to the client and auditing a new client. The authors use audit report timeliness as this study's main dependent variable.
Findings
This study's full-sample results suggest that larger auditors, industry specialists and auditors with closer relationships to clients issued more timely audit reports during the pandemic. The analysis of a subsample of companies that initially published unaudited financial statements reveals that industry expertise and longer auditor-client relationships significantly reduced the need for year-end audit adjustments. Finally, the authors find that larger auditors were more likely to offload clients, whereas industry specialists were more likely to retain clients.
Research limitations/implications
The results of the paper suggests that audit firm characteristics associated cognitive abilities, behavioral characteristics and contextual conditions are associated with audit firm organizational resilience and, consequently, helps auditors respond unexpected changes in the audit environment.
Practical implications
The findings of the paper are informative for those involved in audit firm management or auditor hiring and retention decisions.
Originality/value
This study is the first to link organizational resilience to the performance of audit firms in a time of unexpected events. The authors connect three auditor and two auditor-client dimensions to the organizational resilience of the audit firms.
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Drawing on Bandura’s social learning theory (SLT), the purpose of this paper is to investigate, analytically, the impact that after-training skills level (i.e. perceived skill…
Abstract
Purpose
Drawing on Bandura’s social learning theory (SLT), the purpose of this paper is to investigate, analytically, the impact that after-training skills level (i.e. perceived skill match) has on change self-efficacy. Moreover, this research also aims to identify which specific skills sets (if any) act as a protective factor during organizational change, supporting the change confidence (CC) level of the people involved.
Design/methodology/approach
Quantitative research was carried out on a sample of 200 workers in the bank sector.
Findings
Findings of this study suggest that skill match has a significant impact on the CC level. Furthermore, this study demonstrates that, even in front-office jobs, a perceived skill match of soft skills does not have a significant impact on staff CC, unlike that suggested by common sense and by literature.
Research limitations/implications
Future research should investigate if and how a training process enables change self-efficacy over time or instead shows its utility only when it is relating to a specific and limited period.
Practical implications
This study suggests that in designing training, top and middle management should pay specific attention to change recipients’ needs by adopting a bottom-up approach. Moreover, to improve training effectiveness, it would be advisable to also train change recipients’ supervisors.
Social implications
This study has social implications in suggesting how to foster the adaptive capabilities of change recipients in current turbulent times. In doing so, it suggests how to prevent some undesirable change consequences such as anxiety, intention to quit, work-related stress and change cynicism.
Originality/value
This paper shows that, from a methodological point of view, it is necessary to evaluate training effectiveness at the level of a specific skill area and not simply by comparing the trained/not trained people, as typically practiced until now.
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Alexander Preko, Theophilus Francis Gyepi-Garbrah, Helen Arkorful, Andrews Adugudaa Akolaa and Fidelis Quansah
This paper aims at investigating how tourist experience elicits satisfaction and contributes to loyalty and willingness to pay more for a museum destination. The study also…
Abstract
Purpose
This paper aims at investigating how tourist experience elicits satisfaction and contributes to loyalty and willingness to pay more for a museum destination. The study also investigates the significant moderating role of visiting frequency on the relationship between satisfaction and willingness to pay more.
Design/methodology/approach
The research was conducted with 385 tourists who visited the National Museum in Ghana and answered questions relating to experience, satisfaction, loyalty, and willingness to pay more. Structural equation modelling was used to test the relationships and effects of the adapted constructs.
Findings
The results revealed the significant effects of tourist experience on satisfaction, as well as the significant effects of satisfaction on loyalty and willingness to pay more. In addition, a significant moderating effect of visiting frequency was reported on the relationship between satisfaction and tourist willingness to pay more.
Research limitations/implications
The research is destination-specific. The application of the findings to other museums would demand a bigger sample size for generalisation to be made.
Practical implications
Managers should develop strategies that promote museum tourist travelling experience, satisfaction, desire and choice, and thereby attract more tourists to museum sites.
Originality/value
The research contributes to the growing literature on museum tourist experience as an important variable in promoting tourist satisfaction, loyalty, and tourist willingness to pay more.
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Shuming Zhao, Cathy Sheehan, Helen De Cieri and Brian Cooper
The purpose of this paper is to address gaps in the knowledge about human resource (HR) professional involvement in strategic decision-making in China compared with that in…
Abstract
Purpose
The purpose of this paper is to address gaps in the knowledge about human resource (HR) professional involvement in strategic decision-making in China compared with that in Australia.
Design/methodology/approach
First, the authors compare the strategic involvement of Chinese and Australian HR professionals. Second, based on the upper echelon theory, the authors compare the impact of chief executive officer (CEO) and top management team (TMT) between both countries on HR involvement in strategic decision-making. Data were collected from matched pairs of HR and TMT executives in China (n = 168) and in Australia (n = 102).
Findings
Results indicate a difference, despite of no statistical significance, in HR involvement in strategic decision-making between Chinese and Australian samples. TMT behavioural integration was positively related to HR involvement in strategic decision-making in a collectivistic culture (i.e. in China), but not in an individualistic culture (i.e. in Australia). However, CEO support for HRM was positively related to HR involvement in strategic decision-making in Australia, whereas it is not related in China.
Originality/value
The paper conducts a comparative study and practical, and research implications are discussed at the end.
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Desirée H. van Dun and Maneesh Kumar
Many manufacturers are exploring adopting smart technologies in their operations, also referred to as the shift towards “Industry 4.0”. Employees' contribution to high-tech…
Abstract
Purpose
Many manufacturers are exploring adopting smart technologies in their operations, also referred to as the shift towards “Industry 4.0”. Employees' contribution to high-tech initiatives is key to successful Industry 4.0 technology adoption, but few studies have examined the determinants of employee acceptance. This study, therefore, aims to explore how managers affect employees' acceptance of Industry 4.0 technology, and, in turn, Industry 4.0 technology adoption.
Design/methodology/approach
Rooted in the unified theory of acceptance and use of technology model and social exchange theory, this inductive research follows an in-depth comparative case study approach. The two studied Dutch manufacturing firms engaged in the adoption of Industry 4.0 technologies in their primary processes, including cyber-physical systems and augmented reality. A mix of qualitative methods was used, consisting of field visits and 14 semi-structured interviews with managers and frontline employees engaged in Industry 4.0 technology adoption.
Findings
The cross-case comparison introduces the manager's need to adopt a transformational leadership style for employees to accept Industry 4.0 technology adoption as an organisational-level factor that extends existing Industry 4.0 technology user acceptance theorising. Secondly, manager's and employee's recognition and serving of their own and others' emotions through emotional intelligence are proposed as an additional individual-level factor impacting employees' acceptance and use of Industry 4.0 technologies.
Originality/value
Synthesising these insights with those from the domain of Organisational Behaviour, propositions were derived from theorising the social aspects of effective Industry 4.0 technology adoption.
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