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1 – 2 of 2Joey Lam, Michael S. Mulvey, Karen Robson and Leyland Pitt
This study aims to help uncover corporate culture and values to attract and retain talent by understanding job reviews written by business-to-business (B2B) salespeople.
Abstract
Purpose
This study aims to help uncover corporate culture and values to attract and retain talent by understanding job reviews written by business-to-business (B2B) salespeople.
Design/methodology/approach
Over 40,000 job reviews on Glassdoor.com are analyzed by a dictionary-based content analysis tool, Linguistic Inquiry and Word Count (LIWC2015), to explore the links between corporate culture and linguistics characteristics of reviews as articulated by B2B salespeople. This study adopted a multidimensional scaling approach based on the nine cultural value scores to create a map of corporate profiles. A projection of the LIWC2015 scores on this map uncovers differences in language patterns and emotions expressed across the profiles.
Findings
Findings reveal a map of corporate profiles with two dimensions, namely, product-centricity and customer-centricity, that divide salesforce subculture into a 2 × 2 matrix of four types: Empathic Innovators, Product Pioneers, Customer Champions and Commodity Traders.
Originality/value
This study combined two data sets, scores on CultureX’s nine cultural values (agility, collaboration, customer orientation, diversity, execution, innovation, integrity, performance and respect) and job reviews on Glassdoor.com. This research seeks to develop profiles of the organizational culture and to use a blend of qualitative and quantitative methods. This study adds to the literature on salesforce subculture and showcases a solution to the methodological difficulty in categorizing and measuring culture.
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Hanzhi Zhang, Arslan Ayub and Shahid Iqbal
Deliberate practice, an iterative process, has garnered increasing attention of researchers and practitioners in entrepreneurship and business domains in the recent years…
Abstract
Purpose
Deliberate practice, an iterative process, has garnered increasing attention of researchers and practitioners in entrepreneurship and business domains in the recent years. However, research studies are on rise that found its positive correlates with superior performance. Nevertheless, whether the relationship always holds positive is an intriguing question that wedged the authors’ attention to probe the causal mechanism that might scrutinize the association otherwise. The purpose of the study is to build on the social cognitive theory and the attribution theory to project that deliberate practice deteriorates innovation performance due to augmented creative self-efficacy (CSE). While, individuals who draw on their mindfulness can overcome the harmful effects of increased CSE on innovation performance, subsequently translating deliberate practice into enhanced innovation performance through CSE.
Design/methodology/approach
The authors gather data from 312 entrepreneurs in the small and medium enterprises using a time-lagged research design and analyze the results using SmartPLS (v 4.0).
Findings
The findings reveal that deliberate practice significantly affects CSE of entrepreneurs. Besides, deliberate practice negatively influences innovation performance through CSE. In addition, the study finds that mindfulness significantly moderates the relationships between CSE and innovation performance and deliberate practice and innovation performance through CSE.
Originality/value
This is the first study that examines a moderated mediated model of CSE as a deteriorating agent and mindfulness as a coping mechanism between deliberate practice and innovation performance of entrepreneurs. The study highlights several essential theoretical and practical implications.
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