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British Food Journal, vol. 119 no. 11
Type: Research Article
ISSN: 0007-070X

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Article
Publication date: 13 March 2018

Alberto Ferraris, Gabriele Santoro, Stefano Bresciani and Elias G. Carayannis

The purpose of this paper is to investigate how multinational enterprises (MNEs) manage human resources (HR) in explorative and exploitative alliances in smart city…

Abstract

Purpose

The purpose of this paper is to investigate how multinational enterprises (MNEs) manage human resources (HR) in explorative and exploitative alliances in smart city projects (SCPs).

Design/methodology/approach

In this paper, the authors adopt an explorative and qualitative approach based on multiple case studies thanks to the interviews with 21 smart city managers of MNEs who are deeply involved in SCPs.

Findings

The authors found that MNEs use many different partnerships and “temporal separation” in many cities all around the world in order to maximize the benefits of both exploration and exploitation. According to the aim of the project, MNEs implemented different HR practices intentionally targeted toward managing social relations among internal and external employees involved in SCPs.

Practical implications

The authors highlighted that MNEs tend to develop different ties among employees and external partners and to use different HR practices according to the nature and to the aim of the alliances. Thus, the development of human resource management systems becomes crucial in supporting organizational ambidexterity through alliances.

Social implications

This paper gives useful insights in improving the effectiveness of MNEs in SCPs. Due to the business opportunities arising from the application of ICT and technological innovation to urban services, MNEs are becoming an important player in smart cities. Increasing the effectiveness of the SCPs leads faster to more economically, socially and environmentally sustainable cities.

Originality/value

The development of alliances has a key role in strengthening and complementing firms’ exploration and exploitation agendas in SCPs. Thus, this paper provides guidelines to MNEs in order to adapt HR practices and to rethink the role of HR within and across corporate boundaries in an emergent context of analysis.

Details

Management Decision, vol. 56 no. 6
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 8 May 2017

Veronica Scuotto, Manlio Del Giudice, Stefano Bresciani and Dirk Meissner

This paper aims to investigate three key factors (i.e. cognitive dimensions, the knowledge-driven approach and absorptive capacity) that are likely to determine the…

Abstract

Purpose

This paper aims to investigate three key factors (i.e. cognitive dimensions, the knowledge-driven approach and absorptive capacity) that are likely to determine the preference for informal inbound open innovation (OI) modes, through the lens of the OI model and knowledge-based view (KBV). The innovation literature has differentiated these collaborations into informal inbound OI entry modes and formal inbound OI modes, offering an advocative and conceptual view. However, empirical studies on these collaborations are still limited.

Design/methodology/approach

Building on the above-mentioned theoretical framework, the empirical research was performed in two stages. First, data were collected via a closed-ended questionnaire distributed to all the participants from the sample by e-mail. Second, to assess the hypotheses, structural equation modelling (SEM) via IBM® SPSS® Amos 20 was applied.

Findings

The empirical research was conducted on 175 small to medium enterprises in the United Kingdom, suggesting that the knowledge-driven approach is the strongest determinant, leading to a preference for informal inbound OI modes. The findings were obtained using SEM and are discussed in line with the theoretical framework.

Research limitations/implications

Owing to the chosen context and sector of the empirical analysis, the research results may lack generalisability. Hence, new studies are proposed.

Practical implications

The paper includes implications for the development of informal inbound OI led by knowledge-driven approach.

Originality/value

This paper offers an empirical research to investigate knowledge-driven preferences in informal inbound OI modes.

Details

Journal of Knowledge Management, vol. 21 no. 3
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 5 December 2018

Fábio Lotti Oliva, Marcelo Henrique Gomes Couto, Ricardo Fernandes Santos and Stefano Bresciani

The purpose of this paper is to describe and analyze how the integration between knowledge management and dynamic capabilities in contexts that demand organizational…

Abstract

Purpose

The purpose of this paper is to describe and analyze how the integration between knowledge management and dynamic capabilities in contexts that demand organizational agility contributes to the management by objectives.

Design/methodology/approach

To achieve the proposed objective, the present paper adopts the single case study in the startup Effecti. For data collection, semi-structured interviews were carried out, analyzed a posteriori through the technique of content analysis. From the loads of evidence observed, a model was presented that consists of different management theories and that guides the management by objectives process of a startup.

Findings

The proposed model proves to be able to describe the modus operandi of a startup and enables it to develop the cycles of testing, measurement and seizure of knowledge, largely stimulated and inherent to the creation process of new businesses in dynamic and uncertain contexts.

Practical implications

It is expected that the research results presented in details can illustrate concrete examples of application of the main concepts: agile organization, dynamic capabilities, knowledge management, performance assessment, enterprise risk management and management by objectives.

Originality/value

The originality of this study is focused on the integration of conceptual triad and its application in the case study of a startup: agile organization, dynamic capabilities and knowledge management.

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Article
Publication date: 5 November 2019

Gabriele Santoro, Stefano Bresciani, Bernardo Bertoldi and Yipeng Liu

The purpose of this paper is to investigate consumer’s attitude towards cause-related marketing (CRM). In detail, it aims to assess the relationship between CRM and…

Abstract

Purpose

The purpose of this paper is to investigate consumer’s attitude towards cause-related marketing (CRM). In detail, it aims to assess the relationship between CRM and consumer’s brand loyalty, and whether this relationship is moderated by consumer’s perception of corporate social behaviours. Moreover, the research looks for differences in the above relationship on two samples of consumers born and living in different countries and therefore with different cultural backgrounds.

Design/methodology/approach

The research adopts a quantitative methodology using a survey conducted among Italian and Japanese consumers. Ordinary least square regressions models are developed to test the hypotheses.

Findings

The findings of this paper indicate a positive relationship between the consumers’ perception of CRM and their brand loyalty perception, regardless the country of origin. Accordingly, the authors found a similar pattern of CRM perception among Italian and Japanese consumers. In addition, the authors found that CRM and the consumers’ perception of corporate social behaviours are not complementary, in the sense their joint effect does not affect consumer’s brand loyalty.

Originality/value

This is one of the first studies addressing the issue concerning the CRM perception of people with in different cultures. In this regard, this study suggests that CRM impacts on brand loyalty regardless the country of origin (Italy and Japan), and consumers’ characteristics such as age, gender, background. In addition, the study indicates that the perceived corporate social responsibility does not increase the effect of CRM on brand loyalty.

Details

International Marketing Review, vol. 37 no. 4
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 15 February 2021

Nima Garousi Mokhtarzadeh, Hannan Amoozad Mahdiraji, Ismail Jafarpanah, Vahid Jafari-Sadeghi and Stefano Bresciani

The role of inter-organizational knowledge mechanisms (IOKMs) in learning networks is increasing so that the competition of business networks in providing innovations is…

Abstract

Purpose

The role of inter-organizational knowledge mechanisms (IOKMs) in learning networks is increasing so that the competition of business networks in providing innovations is highly dependent on the effective selection and application of these mechanisms. This study aims to argue that recognizing the classification of IOKMs and understanding their impact on networking capability (NC) makes the selection of mechanisms more effective.

Design/methodology/approach

With a systematic review of literature, a comprehensive list of IOKMs, their main characteristics and NCs have been extracted. The authors have used a focus group for data gathering and a hybrid multi-layer decision-making approach for data analysis. Finally, the impact of IOKMs on NC was determined.

Findings

By implementing a multi-layer decision-making approach, four categories of IOKMs including person-to-person, co-creation, team-oriented and informational are illustrated and their effects of NC are determined. Therefore, the findings of this research provide latecomer firms (LCFs) managers with a clear framework for selecting IOKMs.

Originality/value

The literature review shows that the number of knowledge mechanisms, especially their inter-organizational types, is increasing. It has made it difficult for LCFs managers to select effective and efficient mechanisms. Most of these mechanisms are listed, and few studies have classified them. Besides, research shows that fewer studies have investigated how IOKMs relate to NC. Furthermore, most studies on IOKMs have been conducted in the context of leading firms and LCFs have been neglected.

Details

Journal of Knowledge Management, vol. 25 no. 7
Type: Research Article
ISSN: 1367-3270

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Abstract

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Business Process Management Journal, vol. 26 no. 5
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 9 January 2017

Elisa Giacosa, Alberto Ferraris and Stefano Bresciani

The purpose of this paper is to create a conceptual model that practically assists companies to produce an effective voluntary external intellectual capital disclosure…

Abstract

Purpose

The purpose of this paper is to create a conceptual model that practically assists companies to produce an effective voluntary external intellectual capital disclosure (ICD) and valorises both the company’s and the stakeholders’ role. It illustrates the relationship among voluntary ICD mechanisms and it takes into consideration the feedback mechanism from external stakeholders.

Design/methodology/approach

Nielsen and Madsen’s (2009) study constitutes the framework of the conceptual model, as it refers to a “sender to receiver” model, which is particularly useful for the research.

Findings

An effective ICD may only be achieved through a combination of decisions taking into account each individual company’s needs and those of stakeholders’ ones. In addition, the dimensions on which the conceptual model is based are already in use in other widespread disclosure models, and this favours the company.

Research limitations/implications

Limitations concern design features, recipients and validity of the conceptual model. In terms of theoretical implications, the model emphasizes an “integrated ICD” approach; in addition, the model is based on some dimensions which characterize widespread and general communication models already in use.

Practical implications

First, this relates to the production of an effective ICD when considered as “one-way information”, from the company to the stakeholders. Second, this relates to the interaction between the company and its stakeholders, within a dyadic exchange.

Originality/value

The conceptual model is based on some dimensions which characterize widespread and general communication models already in use, which in the model are applied to ICD. Therefore, companies may favour making an ICD, as they are already confident and familiar with these dimensions.

Details

Journal of Intellectual Capital, vol. 18 no. 1
Type: Research Article
ISSN: 1469-1930

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Article
Publication date: 5 September 2016

Alberto Ferraris, Stefano Bresciani and Manlio Del Giudice

The purpose of this paper is to investigate the relationship between international diversification (ID) and performance in multinational firms by proposing a new and…

Abstract

Purpose

The purpose of this paper is to investigate the relationship between international diversification (ID) and performance in multinational firms by proposing a new and unified theory of multinationality that incorporates, integrates and extends previous concepts and hypotheses.

Design/methodology/approach

The study relies on data concerning the world’s largest companies, derived from the Fortune Global 500. An OLS regression analysis has been carried out in order to test a four-stage relationship between ID and performance.

Findings

On a final sample of 391 multinationals, this paper provides an empirical evidence that support the existence of a four-stage theory by using a relevant sample of “top” multinational firms.

Research limitations/implications

This study has two main limitations: first, a single indicator was used to measure ID; second, some potential variables have had to be excluded due to data availability.

Practical implications

This paper offers some intriguing practical implications, as well: first, it points out to some thresholds where performances are higher at certain level of ID; second, it highlights that performance will face two kinds of decreases due to intra-regional and inter-regional liability of foreignness; finally, it individuates differences with regard to some firms’ characteristics such as home or host country’s behaviors and about the kind of industries in which they operate, as well.

Originality/value

This is one of the first studies that tests and finds positive evidences about a four-stage theory, regarding to the relationship between ID and performance. Moreover, it proposes other interesting results with regard to the differences between home vs host country-oriented firms and between manufacturing vs services multinational firms.

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Article
Publication date: 12 February 2020

Mojtaba Rezaei, Vahid Jafari-Sadeghi and Stefano Bresciani

This paper aims to consider the role and influence of social capital (SC) on knowledge management (KM) and sets out to develop an understanding of the importance of the…

Abstract

Purpose

This paper aims to consider the role and influence of social capital (SC) on knowledge management (KM) and sets out to develop an understanding of the importance of the impact of the cross-cultural environment on this relationship.

Design/methodology/approach

According to the notion, in this study, the relationship between two essential aspects in management and business, SC on KM practices, has been analyzed. By applying a descriptive and correlational method, the impact of various dimensions of SC on KM in a cross-cultural setting has been investigated, and required data has been obtained through questionnaires consist of 30 items, which is prepared for a sample of 232 people.

Findings

Although the findings are varied, the results indicated that there is an important relationship between SC dimensions and KM in the research environment, which is cross-cultural.

Research limitations/implications

First, as the data derived from different branches of a big company in Iran, its results cannot be easily extended to other contexts. Therefore, future streams of research can expand the scope of this paper into other contexts with different characteristics. Moreover, the sample of this paper is taken from different communities (branches) which increase the variety of personality features in distinct cultures. Thus, further research can stress a particular organization/ branch to avoid the problem of cultural variation and focus on a more homogenous sample. Finally, this study targeted a big organization in the IT sector. However, future studies can investigate another type of firm (e.g. small and medium firms) in different sectors (e.g. manufacturing, food sector, etc.).

Practical implications

In this research, using scientific and practical methods, the impacts have been examined carefully and deliberately to assist the managers of organizations in theoretically and managerially as these outcomes contribute to the development of a new concept called cross-cultural in knowledge management and social capital, and support organizations to cope with the implications of this concept.

Originality/value

There is not much empirical research on cross-cultural settings and its effects on management, finance and business, especially on correlations between KM and SC. This investigation tries to fill this gap and explain the ways, which companies can use SC for enhancing their effectiveness of KM by considering culture diversity impacts.

Details

European Business Review, vol. 32 no. 3
Type: Research Article
ISSN: 0955-534X

Keywords

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