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1 – 10 of 22Anne Galander, Peter Walgenbach and Katja Rost
– The aim of this study is to apply the concept of social norm dynamics to explain how corporate governance soft law is enforced.
Abstract
Purpose
The aim of this study is to apply the concept of social norm dynamics to explain how corporate governance soft law is enforced.
Design/methodology/approach
Using data of German listed stock companies and of economic media coverage between 2001 and 2010, the authors observe the complex relationship between sanctions and behavior in the social context of corporate governance soft law.
Findings
The authors find the public discussion of normative demands related to corporate governance issues increases if firms do not comply with the German Corporate Governance Code. The authors show that groups of actors, such as DAX companies, represent the addressees of normative demands, i.e. targets of expectations about what is appropriate and what is not. The authors also find that normative demands tend to be personalized, as public discussion is greater when initiated by a specific individual or firm. Finally, the authors demonstrate that social control in terms of public sanctioning positively influences a firm’s compliance with the soft law whereby negative statements (disapproval) outweigh the effects of positive statements (approval).
Originality/value
We corroborate the social character of normative demands in the context of corporate governance soft law, and contribute to a better understanding of why soft law can work, despite it having no legally binding force. The results of our study suggest that sanction mechanisms in the context of social norms underpin the strength of soft law as an alternative to, or extension of, hard law.
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Simon Oertel and Peter Walgenbach
The purpose of this paper is to study the effect partner exits have on the survival chances of small and medium‐sized enterprises (SMEs). Moreover, the study aims at analyzing the…
Abstract
Purpose
The purpose of this paper is to study the effect partner exits have on the survival chances of small and medium‐sized enterprises (SMEs). Moreover, the study aims at analyzing the influence of firm size, legal form, industry, type of change, and prior change on the effect of partner exits on the survival chances of SMEs.
Design/methodology/approach
An organizational ecology perspective to analyze the case of partner exits on the survival chances of SMEs is applied. Using event history models, the effect of such ownership changes is studied by the analysis of the life history of 19,629 SMEs in Germany between 1990 and 2005.
Findings
Results show that partner exits increase the mortality risk of organizations. This effect is moderated by specific organizational characteristics such as size, legal form and industry affiliation. Moreover, the harmful effect of partner exits increases if the partner was involved in the founding process of the organization. Finally, the results show that SMEs are not able to develop routines that reduce the effect of partner exits, on the contrary, the disruptive effect of partner exits increases with an increasing number of partner exits.
Originality/value
This paper shows how partner exits influence the survival chances of SMEs and how this negative effect is moderated by different firm characteristics. Moreover, the paper emphasizes the role of founders by showing that the exit of partners who were involved in the founding process of SMEs is especially harmful. Finally, focusing on multiple partner exits, the paper contributes to the question whether or not organizations learn how to manage fundamental change successfully.
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Mara Brumana and Giuseppe Delmestri
This paper aims to unpack the organization of an multinational enterprise (MNE) and confront its meso‐level complexity of structures and strategies. It seeks to uncover how the…
Abstract
Purpose
This paper aims to unpack the organization of an multinational enterprise (MNE) and confront its meso‐level complexity of structures and strategies. It seeks to uncover how the glocalization process unfolds, which are the mechanisms at its base and the outcomes in terms of stability, convergence or divergence in strategies and structures.
Design/methodology/approach
Through a case study research design, the paper investigates strategic change in an Italian MNE from 2005 to 2011. In 2008 and 2010, extensive data on organizational configurations were also collected. Overall, the paper analyses the glocalized blending of corporate and subsidiary strategies and organizational structures. Attention is also paid to the cognitive, political and institutional mechanisms that accounted for this process before and during the late‐2000 financial crisis.
Findings
Glocalization, largely interpreted as an in‐between process compromising between homogeneous global standards and heterogeneous local traditions, unfolds as a beyond process leading to divergent outcomes outside the poles of an imagined local‐global continuum. The mechanisms driving strategic change partly differ from those usually described in strategic change literature emphasizing managerial cognition. Sensegiving from the center is found to be proactive during economic expansion and reactive during economic downturn. Following change initiation, cognitive mechanisms are “taken over” by political and institutional ones. Paradoxically, local societal‐specific patterns of organization and strategy were preserved due to the actions of powerful central HQ actors.
Originality/value
A theory of institutional‐bound strategic change within MNEs is outlined.
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Academic journals still navigate the relatively closed space of academic peer domains, but knowledge production explodes and blows up in a cloud of expanding “gases” of knowledges…
Abstract
Purpose
Academic journals still navigate the relatively closed space of academic peer domains, but knowledge production explodes and blows up in a cloud of expanding “gases” of knowledges slowly solidifying into tectonically mobile continents. This paper seeks to address these issues. It also provides an overview of seven published papers.
Design/methodology/approach
This paper uses a viewpoint approach as well as introducing the current issue.
Findings
The paper finds that “everything in knowledge production and dissemination has changed”, which will have consequences and implications in areas such as research domain independence and the role of the academic journal.
Originality/value
This paper raises the issues of change in knowledge production and dissemination, and of possible redefinition in the areas of change management and cross‐cultural knowledge. It also introduces the seven papers in the current issue.
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To critically analyze why the implementation of self‐managed teams often leads to disappointment.
Abstract
Purpose
To critically analyze why the implementation of self‐managed teams often leads to disappointment.
Design/methodology/approach
The methodology used is qualitative. It is based on the theory of microstoria (Boje) and entails in‐depth interviews and dialogue to collect data.
Findings
The introduction of the new concept (self‐managed teams) did not start an intensive management discourse. Management largely discussed the concept and decided to implement it, without consulting the employees who had to work with the concept. This led to misunderstandings and resistance to the concept of self‐managing.
Research limitations/implications
The research was conducted in only two organisations.
Practical implications
The primary reason why the concept was poorly implemented was that management did not understand the process of shared meaning. Creating a proper “dialogue” is important for implementing new management concepts.
Originality/value
This paper offers a social constructionist point of view to critically evaluate new management concepts such that they do not become fads.
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Hazman Shah Abdullah and Jasmine Ahmad
The purpose of this conceptual paper is to examine the fit between values underpinning the ISO 9000 standard and selected managerial and organisational factors.
Abstract
Purpose
The purpose of this conceptual paper is to examine the fit between values underpinning the ISO 9000 standard and selected managerial and organisational factors.
Design/methodology/approach
The study is a conceptual one relying on the literature on the selected strategic factors and also the standard. The values of institutionalisation, explicitation, systematisation, delineation and Taylorisation underpinning ISO 9000 standards were distilled from the origin and the principles of ISO 9000 and the ISO 9000 certification practices. The values are juxtapositioned with the imperatives of control and creativity, knowledge management and organisational structure to understand the consequent synergism or tension.
Findings
It is postulated that the more mechanistic and explicit knowledge based organisations will enjoy ISO 9000 certification while the more organic and tacit knowledge based organisations will experience tensions arising from lack of fit. Hence, conceptually, the standard will work best in a more mechanistic and routine knowledge based settings. Creativity oriented strategies will find the standard quite dysfunctional while control and operation‐based strategies are likely to benefit most from the certification.
Originality/value
Most ISO 9000 related studies are weak on conceptualisation of the relationships examined. Despite the growing volume of studies on ISO 9000, the values of the standard have not been explicitly outlined. Consequently, discussion of the efficacy of the standard has focused on the explicit requirements of the standard rather than the instrumental values it promotes. Based on the explication of the standard's values, the article examines the possible synergies and contradictions between the standard and, management orientation (control vs creativity), knowledge orientation (explicit vs tacit) and structure (organic vs mechanistic).
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Starting from the question whether the globalisation process leads to a social “race to the bottom”, this paper aims to highlight the international transfer of socially…
Abstract
Purpose
Starting from the question whether the globalisation process leads to a social “race to the bottom”, this paper aims to highlight the international transfer of socially responsible, employee‐oriented practices by multinational small to medium‐sized enterprises (SMEs) as a possible way to counter such a trend.
Design/methodology/approach
Based on a literature review, an exploratory framework – building on three perspectives – is proposed about the conditions in which employee‐oriented corporate social responsibility (CSR) affects long‐term firm performance positively. First, the stakeholder view on CSR entails that employees can be considered as legitimate stakeholders of the firm justifying introduction of employee‐oriented CSR. Second, the human resource management perspective matters as employee‐oriented CSR materialises in human resource management policies and practices that increase employee commitment. Finally, as regulative, normative and cognitive institutions differ across countries, the institutionalist perspective is relevant to understand diverging demands on content and form of employee‐oriented CSR practices.
Findings
It is argued that owner‐managers of (multinational) SMEs, who view their employees as legitimate stakeholders of the firm, will introduce employee‐oriented CSR out of their sense of moral responsibility towards their employees. This sense of moral responsibility is conditional on achieving sustainable mutual value creation as a result of employee‐oriented CSR. Finally, transfer of employee‐oriented CSR to foreign subsidiaries is positively mediated by the level of owner‐managers' institutional entrepreneurship.
Originality/value
This is one of the few studies addressing the position of employees as internal stakeholders of small and medium‐sized enterprises in an international context. It signals the relevance of institutional differences across countries to entrepreneurs who wish to improve long‐term firm performance through employee‐oriented CSR.
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Birgit Muskat, Matthias Muskat and Deborah Blackman
The purpose of this paper is to analyse the causes that have led to a rather fragmented view of quality management among tourism marketing organisations in Germany. The aim is to…
Abstract
Purpose
The purpose of this paper is to analyse the causes that have led to a rather fragmented view of quality management among tourism marketing organisations in Germany. The aim is to identify and to interpret the relevant societal cultural factors underpinning German management. The paper examines the influence of culture on the perception and performance of quality management in tourism organisations.
Design/methodology/approach
The study is based on a data set which previously explored and analysed the diffusion of total quality management in German public tourism marketing organisations. In this paper, the data set has been re‐analysed and mapped against societal cultural elements. The analysis evaluates cultural factors that influence perceptions among German tourism marketing organisations on quality management.
Findings
This paper identifies cultural aspects that influence the perception and performance of quality in tourism organisations. The findings relate cultural antecedents in three identified core issues of quality: underdeveloped training and motivational events for staff; unbalanced strategic positioning in terms of quality; and weak commitment to standards and guidelines.
Practical implications
The implications that can be drawn from the findings of this paper are twofold. First, the results could be integrated into future educational policies in tourism. Second, implications and learning for tourism managers from this paper relate to a holistic, integrative, and systems‐based approach to quality management instead of only implementing individual quality aspects.
Originality/value
This paper is one of the first studies to consider the influences of societal culture on the perception and performance of quality management in the German tourism sector.
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G. Peter Dapiran and Sandra Hogarth‐Scott
Category management has been promoted as a mechanism to achieve closer working relations between suppliers and retailers. The premise has been that category management should…
Abstract
Category management has been promoted as a mechanism to achieve closer working relations between suppliers and retailers. The premise has been that category management should result in a reduced reliance on the use of power as an element of the relationship and increased levels of cooperation. However, power is an element of any relationship and exists even when not activated. Further, the premise rests on the notion that cooperation is a polar opposite of power. This research confirms that food industry managers perceive the use of power in solely negative terms. Power can be defined operationally as the ability of one channel member to influence the marketing decisions of another channel member and hence must be related to cooperation. This paper reviews the nature of dependence, power and cooperation and explores the role of these constructs in the practice of category management. The results of continuing research in the area of category management relationships are reported.
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Alexander T. Nicolai and Heinke Röbken
There is little consensus among academics on how to treat management fashions. The aim of this paper is to point out how management scientists have previously dealt with…
Abstract
Purpose
There is little consensus among academics on how to treat management fashions. The aim of this paper is to point out how management scientists have previously dealt with consulting concepts and which ways of dealing with them seem to be appropriate.
Design/methodology/approach
The debate surrounding management fashions alludes to the topic, how academia demarks its borders. Thus, a concept is required with which management studies and practice can be described as distinct entities in order to juxtapose the two spheres. This is done by applying Niklas Luhmann's systems theory to the realm of management studies.
Findings
The development of academia's attitude toward consulting concepts can be subdivided into three different phases: management academics considered consulting concepts as quasi‐scientific element; these concepts were then interpreted as a “foreign body”: and, finally, they were an object of scientific reflection. The last phase includes a transformation that has started only recently. From the perspective of the theory of self‐referential systems this change can be described as a sound development and it seems unlikely that academic approaches and consulting concepts will converge. In this perspective the non‐academic character of such consultancy‐concepts becomes evident‐just like their hidden usefulness.
Originality/value
Provides insights on how management scientists deal appropriately with consulting concepts. The change in attitude towards fashionable management concepts provides information not only about the consultancy concepts, but also about an altered self‐conception of management studies.
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