Search results
1 – 4 of 4Stephan Baraldi, Magnus Sverke and Gary Chaison
The purpose of this paper is to examine a failed union merger attempt from a democratic perspective. Although it is estimated that a majority of planned union mergers are never…
Abstract
Purpose
The purpose of this paper is to examine a failed union merger attempt from a democratic perspective. Although it is estimated that a majority of planned union mergers are never completed, the existing literature is unsuccessful in explaining why it is so. Stressing the importance for merging unions to keep their members informed and participative in the merger process, we highlight two democratic aspects of merger implementation: information anchoring (i.e. the spreading of merger relevant information throughout the membership), and participatory union climate (i.e. the extent to which union leaders provide members with opportunities to participate in union activities and decision making). The act of voting for or against a merger proposal can be regarded as a manifestation of democratic aspects in the internal negotiation process. Thus, members' intention to vote for or against the merger proposal was also analyzed.
Design/methodology/approach
Questionnaires were sent to 1,000 members of each of the four participating unions. The survey investigated how many members knew of the merger negotiations, if they would have voted for or against the proposal, and also measured perceptions of the participatory union climate. Discrepancies between representatives and rank‐and‐file members were analyzed, with any significant differences between the two groups interpreted as indicative of the merger process lacking in internal democracy.
Findings
The results show that the merger plans were not sufficiently anchored among the membership and that there were significant differences between representatives and rank‐and‐file members in terms of merger plan awareness, vote intention, and perceptions of participatory union climate.
Research limitations/implications
The present study is based on cross‐sectional data collected after the planned merger was rejected.
Originality/value
Few studies have investigated the internal merger negotiation process using an unsuccessful merger attempt as a study case. Also, the need for psychological approaches in IR has long been called for. The present study meets both of these criteria.
Details
Keywords
This study aims to discuss not only the relationship between performance and cooperation but also discusses whether a subsidiary should prioritize performance above cooperation or…
Abstract
Purpose
This study aims to discuss not only the relationship between performance and cooperation but also discusses whether a subsidiary should prioritize performance above cooperation or whether a subsidiary should prioritize cooperation above performance. In addition, because the headquarters-subsidiary relationship influences the subsidiaries, the perception gaps (PGs) between headquarters and subsidiaries are taken as moderators to explore when there are perception differences between headquarters and subsidiaries and the effect on the relationship between subsidiaries’ cooperation (SCO) and performance (SP).
Design/methodology/approach
This study obtained the data through a survey of 170 subsidiaries in China; chief executive officer or senior managers were selected as the data collection sources. AMOS analysis was used to address sophisticated data analysis issues.
Findings
The empirical evidence indicates that subsidiary capabilities have direct impacts on SCO and SP. In addition, SCO and performance have mediating effects. More specifically, SCO has a full mediating effect and SP has a partial mediating effect. For the moderating effects, the PG weakens the effect of SCO on SP.
Originality/value
This study contributes to the literature on subsidiary capabilities by offering a headquarters-subsidiary relationship model. As both the conceptual and empirical research studies on this topic are still underdeveloped, the study provides fresh insights into collaborative management and offers significant theoretical and managerial implications. Specifically, this study focuses on the impacts that subsidiary capabilities and PG have on cooperation and performance.
Details
Keywords
Jinfeng Wang, Luyao Zhang, Kuo-Yi Lin and Lijie Feng
The desired outcome in the new product development (NPD) effort is the timely commercialization of a profitable product. Whether marketing can benefit from the NPD case study is a…
Abstract
Purpose
The desired outcome in the new product development (NPD) effort is the timely commercialization of a profitable product. Whether marketing can benefit from the NPD case study is a critical but underresearched issue. The purpose of this study is to investigate the usage and quality of NPD case studies in business and industrial marketing.
Design/methodology/approach
To investigate the prevalence and research quality of case studies on NPD in business and industrial marketing, 317 case studies published in mainstream journals over the past decade (2010–2020) are reviewed.
Findings
This study finds that the distribution of quantity and quality of case studies fluctuates across journals. The scores on the evaluation template for the different case study stages vary widely across journals. This indicates that different journals have different criteria and priorities for NPD case studies. By focusing on different issues, enterprises can quickly find appropriate journals and case results according to their own needs.
Originality/value
This paper can help spark a debate about the implementation and quality of NPD case studies, including future studies and practical applications. To the best of the authors’ knowledge, no similar study has been found in existing studies.
Details