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This paper seeks to explore the effect of performance duration (rather than intensity) on the subsequent initiation of strategic change by firms. Specifically, the effect of outperformance and underperformance duration on strategic change, as well as the moderating effect of environmental dynamism, is studied.

Using a fixed-effects model, analyzing a sample of 34,907 firm-year observations from 1980 to 2018 across 112 industries mostly supported proposed hypotheses.

Results revealed a U-shaped relationship between outperformance duration and strategic change and an inverted U-shaped relationship between underperformance duration and strategic change. The moderation role of environmental dynamism was only partially supported.

This study examines a new dimension of performance feedback, namely duration, rather than the widely used intensity of performance feedback, to enhance our understanding of the behavioral theory of the firm.

In this chapter, we argue that despite the fact that empirical research on trait neuroticism has shown fairly weak relations between the broad neuroticism trait and overall job performance, organizational research can benefit by increased attention to the neuroticism construct. This is because the influence of neuroticism on work behavior can be best understood by separating the more general neuroticism domain into its lower level facets. We discuss various conceptualizations of neuroticism and then review existing research on the relation between the facets of neuroticism and job performance. Next, we turn our attention to a theoretical framework that suggests that the relations between neuroticism facets and job performance outcomes are explained by the social, cognitive, and behavioral effects of having varying levels of neuroticism-based traits. In so doing, we not only focus on mediated relationships between facets of neuroticism and job performance dimensions but also recognize some important moderators, as well as some expected direct relations between the facets and job performance. Finally, we discuss implications for further conceptual development, offer some suggestions for testing the propositions, and discuss potential practical implications of finding support for this model.

In this paper, we review the literature on pay variation (e.g., pay dispersion, pay compression, pay range) in organizations. Pay variation research has increased markedly in the past two decades and much progress has been made in terms of understanding its consequences for individual, team, and organizational outcomes. Our review of this research exposes several levels-related assumptions that have limited theoretical and empirical progress. We isolate the issues that deserve attention, develop an illustrative multilevel model, and offer a number of testable propositions to guide future research on pay structures.

The study this chapter reports focuses on how network theory contributes to the understanding of the internationalization process of SMEs and measures the effect of network capability on performance in international trade and has three research objectives.

The first objective of the study relates to providing new insights into the international market development activities through the application of a network perspective. The chapter reviews the international business literature to ascertain the development of thought, the research gaps, and the shortcomings. This review shows that the network perspective is a useful and popular theoretical domain that researchers can use to understand international activities, particularly of small, high technology, resource-constrained firms.

The second research objective is to gain a deeper understanding of network capability. This chapter presents a model for the impact of network capability on international performance by building on the emerging literature on the dynamic capabilities view of the firm. The model conceptualizes network capability in terms of network characteristics, network operation, and network resources. Network characteristics comprise strong and weak ties (operationalized as foreign-market entry modes), relational capability, and the level of trust between partners. Network operation focuses on network initiation, network coordination, and network learning capabilities. Network resources comprise network human-capital resources, synergy-sensitive resources (resource combinations within the network), and information sharing within the network.

The third research objective is to determine the impact of networking capability on the international performance of SMEs. The study analyzes 11 hypotheses through structural equations modeling using LISREL. The hypotheses relate to strong and weak ties, the relative strength of strong ties over weak ties, and each of the eight remaining constructs of networking capability in the study. The research conducts a cross-sectional study by using a sample of SMEs drawn from the telecommunications industry in Ireland.

The study supports the hypothesis that strong ties are more influential on international performance than weak ties. Similarly, network coordination and human-capital resources have a positive and significant association with international performance. Strong ties, weak ties, trust, network initiation, synergy-sensitive resources, relational capability, network learning, and information sharing do not have a significant association with international performance. The results of this study are strong (R2=0.63 for performance as the outcome) and provide a number of interesting insights into the relations between collaboration or networking capability and performance.

This study provides managers and policy makers with an improved understanding of the contingent effects of networks to highlight situations where networks might have limited, zero, or even negative effects on business outcomes. The study cautions against the tendency to interpret networks as universally beneficial to business development and performance outcomes.

This paper aims to contribute to the literature on entrepreneurial orientation (EO) with a focus on the interplay between the individual and firm level for embedding EO pervasively within organisations.

Comprising 356 individual employees from five companies collected from June to September 2015, this investigation uses structural equation modelling.

The results show significant indirect effects from individuals’ EO on firm’s performance, mediated by both individuals’ performance and firm’s EO.

While the construct of EO is strengthened with a multi-level approach, the authors also stress the organisational homogeneity of EO.

Consequently, the EO instrument can be used as a strategic tool to evaluate an individual’s orientation towards entrepreneurship to facilitate firm performance.

Finally, the EO instrument can be used as a strategic tool to evaluate an individual’s orientation towards entrepreneurship to facilitate firm performance.

The purpose of this paper is to examine whether job crafting and work enjoyment could explain the well-established relationship between self-efficacy and job performance. The authors hypothesized that employees would be most likely to engage in proactive job crafting behaviors on the days when they feel most self-efficacious. Daily job crafting, in turn, was expected to relate to daily performance through daily work enjoyment.

A daily diary study was conducted among a heterogeneous sample of employees (N=47, days=215). Participants completed the survey on five consecutive days.

The results of multilevel structural equation modeling analyses were generally in line with the hypotheses. Specifically, results indicated that employees who felt more self-efficacious on a given day were more likely to mobilize their job resources on that day. Daily job crafting, in turn, was positively correlated to work enjoyment and indirectly associated with performance. Participants reported elevated levels of performance on the days on which they enjoyed their work most.

Self-reports were used to assess all constructs, which may result in common method bias. However, within-person correlations were moderate, and a two-level CFA indicated that a one-factor model could not account for all the variance in the data.

The findings of this study underscore the importance of daily proactive behavior for employee and organizational outcomes.

The purpose of this paper is to provide an overview of research and development in the measurement of maintenance performance. It considers the problems of various measuring parameters and comments on the lack of structure in and references for the measurement of maintenance performance. The main focus is to determine how value can be created for organizations by measuring maintenance performance, examining such maintenance strategies as condition‐based maintenance, reliability‐centred maintenance, e‐maintenance, etc. In other words, the objectives are to find frameworks or models that can be used to evaluate different maintenance strategies and determine the value of these frameworks for an organization.

A state‐of‐the‐art literature review has been carried out to answer the following two research questions. First, what approaches and techniques are used for maintenance performance measurement (MPM) and which MPM techniques are optimal for evaluating maintenance strategies? Second, in general, how can MPM create value for organizations and, more specifically, which system of measurement is best for which maintenance strategy?

The body of knowledge on maintenance performance is both quantitatively and qualitatively based. Quantitative approaches include economic and technical ratios, value‐based and balanced scorecards, system audits, composite formulations, and statistical and partial maintenance productivity indices. Qualitative approaches include human factors, amongst other aspects. Qualitatively based approaches are adopted because of the inherent limitations of effectively measuring a complex function such as maintenance through quantitative models. Maintenance decision makers often come to the best conclusion using heuristics, backed up by qualitative assessment, supported by quantitative measures. Both maintenance performance perspectives are included in this overview.

A comprehensive review of maintenance performance metrics is offered, aiming to give, in a condensed form, an extensive introduction to MPM and a presentation of the state of the art in this field.

The paper aims to follow social exchange theory and group social capital theory, to predict positive relationships between (informal) mentoring and various support resources for two types of performance (i.e. perceptions of individual and team performance).

The associations of individual‐level mentoring and team‐level support with job performance were examined in a cross‐level field study using data from 480 teachers working in 64 interdisciplinary teams.

Multilevel analyses showed that after controlling for having a mentor, those teachers with more team‐level support resources scored higher on self‐reported job performance and perception of team performance. In line with expectations, the association between mentoring and individual job performance was stronger for teachers scoring high on team‐level support (i.e. support from informal networks and support from team orientation). One basic assumption of the present study was a positive relationship between individual‐level mentoring and job performance. Surprisingly, such a direct relationship between mentoring and job performance was not found: only the moderating relationships mentoring appeared to be associated with job performance.

In the present study, only a global measure of mentoring was used (only yes or no) and this measure did not differentiate between mentoring functions and/or outcomes. However, future research could benefit from including more differentiated measures of mentoring to be able to predict more precisely how various support measures are linked with job performance.

Typical dependent measures in mentoring research include career success, career satisfaction, income, promotions, etc. However, with increasing emphasis on working in teams, there is a need to expand the criterion domain and to include a team level measure. Therefore, a distinction was made between the perception of individual job performance of the respondents and the perception of team performance of the team where the respondent is working in.

The purpose of this paper is to develop an integrated balanced scorecard (BSC) analytical hierarchy process (AHP) approach for supply chain management (SCM) evaluation. It aims to measure SCM performance from the following four perspectives: finance, customer, internal business process, and learning and growth.

The BSC is developed in the paper based on an extensive review of literature on SCM performance measures, supported by AHP analysis.

The paper develops a BSC for SCM evaluation and proposes a method to prioritize the different performance levels in any organization using AHP methodology. It also suggests from the view of different decision levels and overall performance measurement that is the best BSC perspective.

The integrated BSC‐AHP methodology developed in this paper provides useful guidance for practical managers in evaluation and measuring of SCM in a balanced way.

This paper proposes a balanced performance evaluation system for SCM. While suggesting BSC, different SCM performance metrics have been distributed into four perspectives. Different performance levels are highlighted and preferred BSC perspectives are suggested.

The purpose of this paper is to explore the role of mediation and moderation mechanisms between firm-level effects of transformational leadership (TFL) on unit-level performance across levels.

The authors used surveys to collect data from 800 senior managers at the firm level and 1,377 unit managers from 800 units of 100 firms from semiconductors, optoelectronics, computer electronics, and telecommunications industries. The industries were chosen because these firms focus on expanding their businesses and encourage extensive knowledge sharing among the firms and at all levels within the organizations.

In this study, the authors theorized that firm-level effects of TFL on unit-level performance across levels were positively related to unit-level performance. Unit-level knowledge sharing mediates the positive relationship between firm-level TFL and unit-level performance. A cross-level interaction effect of firm-level TFL and unit-level absorptive capacity showed that a positive unit-level absorptive capacity enhanced firm-level influence of TFL on unit-level knowledge sharing. Unit-level absorptive capacity moderates the positive relationship between unit-level knowledge sharing and unit-level performance.

First, the authors attempt to integrate the leadership and knowledge management research by exploring the critical mediator of unit-level knowledge sharing in explaining the effects of firm-level TFL on employees’ performance at the unit level. This approach is important because it extends the research areas of the two fields, and also clarifies issues regarding how and why TFL at the top of the organization positively impacts the performance of employees at a lower level of the organizational hierarchy. Second, the effectiveness of firm-level TFL depends on the absorptive capacity of each unit. The importance of absorptive capacity and the consequences of leadership behaviors have been emphasized in studies.