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The purpose of this paper is to explore whether job rotation strategies and joint reward systems are equally effective in encouraging cross-functional collaboration (CFC) under all organizational contexts, ranging from young and small firms to mature and large ones.

To ensure a wide applicability of findings in this study, the research model and hypotheses were tested with a sample of 232 Canadian firms active in a variety of industrial sectors. A survey instrument that comprised all the questionnaire items corresponding to the examined constructs is the foundation of the data used in this contribution.

This study shows that job rotation and joint rewards are strong and positive drivers of interdepartmental collaboration, which subsequently enhance firm performance. However, this illustration must be considered in the context of the firm shaped by its size and age because these two variables strongly and negatively moderate the relationships between CFC and its two antecedents.

The study was limited to Canadian firms only. The manufacturing sector was not differentiated into subsectors, such as technology. Future studies could compare subsectors of manufacturing to see if there is any correlation between types of industries, age, and size.

Not all firms will be able to take advantage of the widely accepted values of job rotation and joint reward systems in generating CFC. Firms, to an extent, appear to be confronted with the liability of aging but not with the liability of smallness.

This study aims to investigate the mediating effect of entrepreneurial orientation on the relationship between women entrepreneurs' experience of family-induced work happiness and the competitive performance of their companies, as well as the invigorating role of their perceptions of environmental hostility in this process.

Survey data were collected among a nationwide sample of women entrepreneurs in Denmark.

The spillover of positive emotions from family to work can spur competitive performance if women entrepreneurs adopt an entrepreneurial strategic posture. This intermediate role of entrepreneurial orientation is particularly prominent among women entrepreneurs who experience their market environments as highly threatening to their success.

For practitioners, this study identifies a key mechanism, an entrepreneurial strategic direction, by which positive work energy stemming from family involvement can enhance women entrepreneurs' business success. The study also shows how this mechanism is triggered by resource-draining competitive markets that appear hostile instead of benign.

The adoption of an entrepreneurial posture is an unexplored but critical factor through which women entrepreneurs' sense of happiness at work, caused by their family involvement, can be leveraged into enhanced success at the organizational level. This study also explicates how this beneficial role is invigorated by beliefs about environmental hostility, as a critical external source of resource depletion.