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This study identifies and examines psychological and environmental factors that influence the long-term orientation of top management teams (TMTs).
Abstract
Purpose
This study identifies and examines psychological and environmental factors that influence the long-term orientation of top management teams (TMTs).
Design/methodology/approach
Data on S&P 500 companies from 2011 to 2020 are collected from the Compustat database. Additional variables were measured through content analysis of earnings conference calls. This study used two-stage least squares regression with fixed effects to analyze the data and test the hypotheses. Appropriate diagnostic tests were conducted to ensure validity and eliminate endogeneity.
Findings
The results indicate that a chief executive officer’s (CEO) promotion focus positively and significantly influences the TMT's long-term orientation. However, the influence of prevention focus is statistically insignificant. Furthermore, the results indicate that environmental hostility moderates both relationships.
Practical implications
The TMT's long-term orientation can be improved through the insights provided by this study.
Originality/value
To the authors’ knowledge, this is the first study to examine the collective effects of psychological and task environmental factors on the long-term orientation of the TMT. Additionally, this study sheds light on the internal dynamics of the top-management team.
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Seung‐Bae Park, Namho Chung and Sang‐Cheol Woo
The purpose of this study is to propose long‐term orientation as a moderating effect on restaurant customer reward programs. Unlike in short‐term oriented and transactional…
Abstract
Purpose
The purpose of this study is to propose long‐term orientation as a moderating effect on restaurant customer reward programs. Unlike in short‐term oriented and transactional marketing, long‐term orientation is an important factor in creating new loyal customers.
Design/methodology/approach
This research shows how the moderating effect of long‐term orientation affects customer reaction to reward timing (Experiment 1) and reward type (Experiment 2). The independent variables of Experiment 1 were timing of rewards (immediate/accumulate) and long‐term orientation (high/low), with the dependent variable being customer loyalty. The independent variables of Experiment 2 were the types of rewards (monetary/nonmonetary) and long‐term orientation (high/low), with the dependent variable being customer loyalty. The treatment groups are different from each other with regard to reward type and reward timing.
Findings
Depending on the reward type and its timing, long‐term orientation has a moderating effect on customer loyalty. In customers with a high long‐term orientation, there is no difference in the effect of rewards, whether they are immediate or accumulated and monetary or nonmonetary. On the other hand, for customers with a low long‐term orientation, the effect of rewards increases for monetary rewards more than nonmonetary ones and for immediate rewards more than for accumulated ones.
Originality/value
This paper helps restaurant managers to better understand customer loyalty and the value of reward programs that take into account the long‐term orientation concept.
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Shuting Li, Mark H. Haney, Gukseong Lee, Mingu Kang and Changsuk Ko
This paper aims to investigate the antecedents of manufacturing firms’ long-term orientation towards their suppliers in the context of outsourcing relationships in China.
Abstract
Purpose
This paper aims to investigate the antecedents of manufacturing firms’ long-term orientation towards their suppliers in the context of outsourcing relationships in China.
Design/methodology/approach
Based on survey data collected from 224 manufacturing firms in China, this study examines the hypothesized relationships.
Findings
The results show that task conflict has a negative effect on long-term orientation, both Chinese guanxi and formal control are useful governance mechanisms to enhance long-term orientation, and the negative effect of task conflict on the long-term orientation weakens as Chinese guanxi between a manufacturer and its supplier increases.
Originality/value
This study contributes to a better understanding of conflict management in outsourcing relationships in China.
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Zhihong Wang and James E. Hunton
The purpose of the current study is to examine how employees from different cultures respond to participative budgeting when the budget planning horizon is congruent or…
Abstract
The purpose of the current study is to examine how employees from different cultures respond to participative budgeting when the budget planning horizon is congruent or incongruent with their cultural time orientation. We conducted a 2×2 quasi-experiment in which cultural time orientation (short term or long term) was measured and budget planning horizon (short term or long term) was manipulated. A total of 164 employees participated in the experiment – 87 from China and 77 from the United States, representing long-term and short-term cultural time orientations, respectively. The results indicate that satisfaction with participative budgeting was greater when cultural time orientation and budget planning horizon were congruent, relative to incongruent. Also, the differential reaction between congruence and incongruence was less extreme for the Chinese participants than the U.S. participants, which is consistent with Confucian thought of “The Doctrine of the Mean.” The results of this study contribute to participative budgeting literature and suggest that managers who operate in different countries should be cognizant of cultural differences when employing participative budgeting processes.
Kang Yang Trevor Yu and Daniel M. Cable
This paper aims to investigate the effect of team members' informational diversity (i.e. educational and functional dissimilarity) on team cooperation, focusing on the moderating…
Abstract
Purpose
This paper aims to investigate the effect of team members' informational diversity (i.e. educational and functional dissimilarity) on team cooperation, focusing on the moderating role of long‐term time orientation. The authors theorize that teams' long‐term orientation moderates the diversity‐cooperation relationship through its effect on prosocial civic virtue behaviors.
Design/methodology/approach
A total of 56 teams of MBA students were surveyed and data were analyzed along with third‐party records of demographic data on educational and functional backgrounds.
Findings
Mediated moderation analyses indicated that for teams with high long‐term orientation, a negative relationship exists between informational diversity and civic virtue, while no significant relationship existed for teams with low long‐term orientation.
Research limitations/implications
Future research should be conducted to address remaining concerns about the generalizability of the current findings and common method bias. Further research is also recommended to uncover the potential of cultural values like long‐term orientation to inhibit or facilitate diversity effects.
Practical implications
The current findings highlight the importance of considering the context and team member orientations toward time in particular as factors impacting how teams with informational diversity operate. Managers of teams consisting of members with high long‐term orientation are advised to take steps to minimize the risk experienced by team members when they engage in voice‐based behaviors.
Originality/value
This article highlights the role of team member orientation towards time as a boundary condition of the link between team diversity and cooperation. Voice‐based civic virtue behaviors are also identified as key antecedents to cooperative teams.
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Lobna Grissa and Lassaad Lakhal
The aim of this research is to study the direct and indirect effects among governance characteristics, long-term orientation and sustainable longevity of family firms.
Abstract
Purpose
The aim of this research is to study the direct and indirect effects among governance characteristics, long-term orientation and sustainable longevity of family firms.
Design/methodology/approach
Data were collected from 108 family firms operating in different sectors using survey questionnaires. The authors used the partial least square structural equation modeling (PLS-SEM) to examine the hypotheses of the study.
Findings
Results indicate that governance characteristics influence long-term orientation and sustainable longevity. Furthermore, results also suggest that long-term orientation partially mediates the impact of governance characteristics on sustainable longevity. These findings provide critical implications for both theory and practice.
Originality/value
The findings of the study fill gaps in the existing literature and contribute to the body of knowledge in strategic management literature by providing additional evidence of the internal drivers of corporate sustainable longevity, particularly for family SMEs in developing economies.
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Hsin Hsin Chang, Yao-Chuan Tsai, Shu-Hui Chen, Guei-Hua Huang and Ya Hui Tseng
This purpose of this study is to apply social exchange theory (SET) to explain how social exchange behaviors, such as the exchange of knowledge, information and respect between…
Abstract
Purpose
This purpose of this study is to apply social exchange theory (SET) to explain how social exchange behaviors, such as the exchange of knowledge, information and respect between firms, would increase the likelihood of certification implementation and strengthen the relationships among partners. The main purposes of this study are to examine the significant connections between partner interactions and long-term orientation and to examine the links among long-term orientation, certifications and relationship quality.
Design/methodology/approach
To test the research hypotheses, structural equation modeling was conducted to analyze the data collected from 136 respondents who are top managers of manufacturing enterprises in Taiwan National Science Park.
Findings
Many enterprises in Taiwan regard conflict as a method to express more detailed information about collaboration in business and see conflict as a minus in making the quality of partnership healthier than before. It was affirmed that owning international certifications has an impact on long-term collaborative partnership. Conflicts within a partnership do not completely have a negative influence on relationship quality. Because enterprises want to keep stable partnerships and get long-term competitive advantages, they should continue creating smooth and efficient trading behaviors and should also consider relationship quality as an important factor with regard to their investment in some relationship-specific assets.
Research limitations/implications
This study was intended to explore the connection between conflict and relationship quality; however, this relation suggested that conflict may be a negative influence but without any significant proof of the connection. Therefore, future researchers could examine this relation again in the context of Taiwanese enterprises.
Practical implications
This study had some implications for enterprises in Taiwan, especially in regard to maintaining a long-term partnership and deciding whether to acquire a specific certification. When firms decide to invest in a relationship-specific asset, they should consider the interaction with the partners and the quality of the partnership. It is suggested that firms should evaluate not only the immediate benefits and drawbacks but also the implications with regard to partner relationships. Meeting the requirements of partners is thus an effective approach to gain trust and commitment.
Social implications
As the interactions with partners are executed progressively more smoothly, the relationship quality will become increasingly better. The possibility of having a long-term collaborative relationship becomes higher as the relationship quality improves. Therefore, as the relationship duration becomes increasingly longer, the cost of having an international certification will offer a return on the investment or even result in a profit.
Originality/value
A good relationship quality will lead to specific investments from partners, such as the one involving the implementation of specific certifications. The enterprises in Taiwan would prefer to develop a long-term partnership when their demands for a specific investment could be fulfilled. Consequently, enterprises can use the degree of relationship quality to assess the cost and benefits of implementing a certification and can, furthermore help in making the decision.
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Jae‐Eun Chung, Brenda Sternquist and Zhengyi Chen
The purpose of this study is to compare two models, traditional‐ and performance‐based, of Japanese retailers' channel relationships. The traditional model proposes Japanese…
Abstract
Purpose
The purpose of this study is to compare two models, traditional‐ and performance‐based, of Japanese retailers' channel relationships. The traditional model proposes Japanese retailers' long‐term orientation with their supplier is an antecedent of Japanese retailers' trust and dependence on the supplier. The performance model, on the other hand, proposes significant influences of suppliers' role performance and dependence on channel relationships.
Design/methodology/approach
Data were collected from Japanese department store buyers and specialty store buyers. A total of 141 cases were analyzed using the EQS structural equation modeling software.
Findings
Results show that the traditional model had a higher explanatory power than the performance model, which indicates the strong influence of culture on Japanese channel relationships.
Research limitations/implications
Some measures have relatively poor psychometric properties. A further study should refine these measurements by exploring the meanings of these constructs from the cultural context.
Originality/value
This study provides insight into how cultural influences are embedded in distribution channel relationships.
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Roberta J. Schultz and David J. Good
The value of long‐term relationships has become a widely studied variable in marketing. This article investigates two important characteristics of salespeople (consideration of…
Abstract
The value of long‐term relationships has become a widely studied variable in marketing. This article investigates two important characteristics of salespeople (consideration of future sales consequences and customer‐oriented selling) and their effects on the usage of long‐term relationships. In turn, associations between a long‐term relationship orientation, and a preference for long‐term compensation are explored. The findings suggest managerial and research implications for structuring of reward systems and potential tools for recruiting, selection and assignment of salespeople based on these characteristics.
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Dietmar Sternad and James J. Kennelly
The purpose of this paper is to explain how managers incorporate long-term thinking in their decision-making processes as an antipode to a widely criticized managerial…
Abstract
Purpose
The purpose of this paper is to explain how managers incorporate long-term thinking in their decision-making processes as an antipode to a widely criticized managerial short-termism. For this purpose, the authors present a model of the influence of institutional, cultural and individual temporal factors on managerial long-term orientation (LTO).
Design/methodology/approach
This conceptual paper is based on a multidisciplinary review of the literature on the causes of managerial LTO.
Findings
It is proposed that managerial LTO is influenced by cultural and institutional factors on both a societal and an organizational level, as well as by managers’ individual temporal predispositions and the strengths of relational commitments with different stakeholder groups. It is further expected that managerial LTO has an influence on sustainability-related managerial behavior.
Practical implications
As the presented model reveals the main factors that orient managers toward the long run in their decisions, it can also be used as a framework to evaluate policies to curb managerial myopia on both an organizational and a societal level.
Social implications
As sustainability is intrinsically linked with the ability to think and act in the long term, understanding the factors that influence managerial LTO can also contribute to building more sustainable organizations.
Originality/value
One of the main contributions of this paper is that it highlights the link between reciprocal relationships and LTO, an aspect that has not yet been the focus of the literature on the temporal orientation of managers.
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