The objective of this chapter is to provide strategy researchers with a general resource for applying structural equation modeling (SEM) in their research. This objective…
The objective of this chapter is to provide strategy researchers with a general resource for applying structural equation modeling (SEM) in their research. This objective is important for strategy researchers because of their increased use of SEM, the availability of advanced SEM approaches relevant for their substantive interests, and the fact that important technical work on SEM techniques often appear in outlets that may not be not readily accessible. This chapter begins with a presentation of the basics of SEM techniques, followed by a review of recent applications of SEM in strategic management research. We next provide an overview of five types of advanced applications of structural equation modeling and describe how they can be applied to strategic management topics. In a fourth section we discuss technical developments related to model evaluation, mediation, and data requirements. Finally, a summary of recommendations for strategic management researchers using SEM is also provided.
In the competitive global market, firms have to keep profit from innovation activities. A firm makes profits by offering products or services at a lower cost than its…
In the competitive global market, firms have to keep profit from innovation activities. A firm makes profits by offering products or services at a lower cost than its competitors or by offering differentiated products at premium prices that more than compensate for the extra cost of differentiation. The IC Package and Testing technology industries were the first high technological industry to build in Taiwan. The Package and Testing industries in Taiwan adopted competitive innovation activities to become stronger. In our study, we want to know how innovation activities influence a firm operating in the IC Package and Testing industries. Our study used a questionnaire and Likert five‐point scale to survey the innovation activities, customer and feedback in innovation performance in the IC Package and Testing industry. The wafer level chip size packing technology in our study indicates the innovation activities. Because we need to compare the difference between the wafer level chip size packing technology and wire bonding technology to recognize innovation and how the innovator and customer were influenced. Our conclusions are described below: (1) When the innovator adopts innovation activities that can be maintained using experiments and knowledge, using machine and decision variables more quickly will produce success; (2) Innovators should adopt innovation activities that focus on customers that use knowledge and experimentation, training time and cost. If an innovation forces customers to spend much time and cost to learn new technology or applications, the innovation will not be adopted; (3) Innovators that create innovation performance higher than his customers must also consider the impact upon their customers. We have to remind innovator to focus on why their customers have a different level of evolution in the same innovation activities.
This research highlights the need for sophisticated measurement tools to allow sponsors and sponsees to evaluate sponsorship achievement against specific goals and its…
This research highlights the need for sophisticated measurement tools to allow sponsors and sponsees to evaluate sponsorship achievement against specific goals and its performance relative to other promotional tactics. Two high-profile in-stadium sponsorships of a mega-sponsee, the Grey Cup, are evaluated. Some evidence appears to supports and the effectiveness of the sponsorships; other observations raise questions about the accuracy of the evaluation process. The paper provides direction for practice and future research in sponsorship evaluation.
For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,”…
For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.
With an increasingly diverse workforce, teams need to handle differences among team members and be aware of the impact these differences have on team meetings. As meetings…
With an increasingly diverse workforce, teams need to handle differences among team members and be aware of the impact these differences have on team meetings. As meetings are strongly shaped by team member interactions, communication between team members is central to meeting success. In diverse teams, effective communication and information sharing is even more crucial than in homogeneous groups due to distinct perspectives and knowledge that group members bring to a team. However, effective communication is also more challenging in groups with diverse members than in homogeneous groups. Especially when there is a strong faultline, that is, when multiple attributes align and teams fall into subgroups, communication within the whole team is impaired and might only take place within subgroups. In this chapter, the authors discuss the role of faultlines in meeting interactions and turn to subgroup formation and its impact on interaction patterns within teams. The authors see intersubgroup communication as an important process that links faultlines to meeting outcomes such as performance or satisfaction. By spanning research areas connecting faultline and meeting research, the authors provide scholars with important research questions to be examined in the future. The authors further introduce a new measure of intersubgroup communication that provides insights into dynamics between subgroups. By relating intersubgroup communication to overall communication within a meeting and taking team size as well as different subgroup constellations into account, this measure facilitates studying intersubgroup communication in meetings. The authors provide formulas that scholars could apply to their research.
“What above all marks out a reference book from other works is the way it is arranged: it must be deliberately designed for ease of consultation rather than for continuous…
“What above all marks out a reference book from other works is the way it is arranged: it must be deliberately designed for ease of consultation rather than for continuous reading.” “Ease of consultation,” an essential component for reference books, as stated by Gavin Higgens in his book Printed Reference Material, is a criterion that reference librarians often consider as they use reference books to answer questions. Reference book publishers have long used various special features designed to speed access to information in these sources. Thumb indexes for dictionaries come to mind immediately when one thinks of this type of special feature. Some publishers include printed index tabs listing sections or subject categories, as in The National Directory of Addresses and Telephone Numbers, where the tabs are on a separate sheet of paper to be attached to the appropriate pages by the librarian. Margin or edge indexes in the Washington Information Directory or in the Government Reports Announcements & Index provide quick identification of sections to turn to, and are easy to use for both patrons and librarians. Color can also be used as a device to distinguish different sections of a reference tool. Literary Market Place and Magazine Industry Market Place, for example, use yellow pages to separate the main body from the quick reference directory of names and telephone numbers. Of course, these devices are not substitutions for indexes or tables of contents, but are helpful to librarians and users who want to be more self‐sufficient. The editor of this column would like reference book publishers to consider including more of these devices in their publications. Readers are invited to write to this editor with other examples of special features which promote “ease of consultation” of reference serials.
Although social studies teachers are charged with explicitly teaching about citizenship, all teachers in a school implicitly teach about citizenship. That is, in their…
Although social studies teachers are charged with explicitly teaching about citizenship, all teachers in a school implicitly teach about citizenship. That is, in their daily interactions with students, whether specific to subject area content or not, teachers impart lessons to their students about what citizenship is and what it means to be a citizen. The paper aims to discuss these issues.
Examining the “powerful” stories of three teachers, only one of whom teaches social studies, this paper focuses on “informal citizenship education” across schools.
It concludes with implications for workers in and beyond the field of social studies education.
Ultimately, it suggests that as notions of citizenship education expand to include informal citizenship education, teachers will better teach students to be effective citizens.