The more severe cases of mental subnormality have shown a fairly random social distribution, but mild subnormality is typically a lower‐class phenomenon. Various…
The more severe cases of mental subnormality have shown a fairly random social distribution, but mild subnormality is typically a lower‐class phenomenon. Various deterministic formulations have been offered in explanation of this, ranging from hereditarian notions of “bad stock” among the lower classes to environmentalist em‐phasis upon the debilitating effect of poor social circumstances. This article argues that such attempts to account for the social distribution of subnormality in terms of aetiology are premature, because the processes whereby people come to be labelled as subnormal are largely unexamined.
The main focus of this paper is upon the use of computers and other elements of Information Technology (IT) in the daily practice of social work, specifically in relation…
The main focus of this paper is upon the use of computers and other elements of Information Technology (IT) in the daily practice of social work, specifically in relation to the impact which it has upon the service user and the social workers and upon the outcome of service delivery. But it is also necessary to stray into other territories; notably management uses of computing in social work agencies, and to the more abstract area of the relationship between service‐users, social work and society.
Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to…
Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.
Despite the extensive body of research on the relationship between trust and performance in a supply chain environment, the concepts and the relationship between them has…
Despite the extensive body of research on the relationship between trust and performance in a supply chain environment, the concepts and the relationship between them has not been fully understood. The purpose of this paper is to develop a model that links the antecedents of trust, trust itself and firm outcome success.
A questionnaire survey was conducted to gather the data for this study. Statistical analysis included factor analysis with reliability and validity tests, and partial least square of structural equation modeling.
The data suggest that trust is built principally through supplier centric traditional performance metrics such as delivery reliability and product quality conformance. However, contrary to the extant literature, the people oriented trust enablers (e.g. personnel exchange, interpersonal contacts) have no bearing on the establishment of trust.
The research limitation is the relatively small sample size. However, this study can be perceived as a directional one for further research.
The results can be used by the managers to improve their understanding on the relationship with other parties in the supply chain.
The significant value of this research can be retained by buying firm managers. The results are particularly important for them to improve their understanding in how they allocate time and resources in managing their supply chains and partner firms.
Firms pursue a number of redeployment strategies in order to achieve growth and create value for their stakeholders. While the majority of previous research focuses on how…
Firms pursue a number of redeployment strategies in order to achieve growth and create value for their stakeholders. While the majority of previous research focuses on how firms create synergic value by sharing resources across multiple business units, we lack a systematic analysis of the determinants of different redeployment strategies. In this paper, we develop a theoretical framework that allows us to systematically investigate how intrinsic resource characteristics affect resource redeployment strategies. Our framework identifies four critical characteristics of resources, that is, fungibility, scale-free nature, decomposability, and tradability. We develop a number of predictions that provide guidance for researchers to identify the optimal resource redeployment strategy appropriate for resources with a certain set of characteristics.
The purpose of this paper is to further fill the void of American slavery within management history and leadership studies by presenting the unique case of Joseph E…
The purpose of this paper is to further fill the void of American slavery within management history and leadership studies by presenting the unique case of Joseph E. Davis's paternalistic leadership.
This case was selected because of Davis's attempt to transplant Robert Owen's utopian practices of social harmony in an industrial, textile‐mill setting to the backdrop of his slavery plantation. The method used is the historical method of analyzing both primary and secondary sources of data about Joseph E. Davis, a Mississippi planter, during the time periods of antebellum and reconstruction.
This analysis indicates that Joseph E. Davis exhibited benevolence, authoritarianism, and, to a degree, moral paternalistic leadership with his slaves. Yet, due to his ideology and the context, he still defended slavery and Southern rights.
Historical knowledge about paternalistic leadership during the antebellum slavery and reconstruction time period will help to end the denial of slavery in management studies, as well as contribute to the understanding of paternalism in many contemporary cultures.
This is the first article to provide primary evidence of paternalistic leadership in management history studies within this erroneously disregarded period.
A firm's behavior is constrained by its access to resources owned or controlled by different constituencies in its environment. Mergers and acquisitions are one way to…
A firm's behavior is constrained by its access to resources owned or controlled by different constituencies in its environment. Mergers and acquisitions are one way to proactively manage these resource dependencies. Research on resource dependence reducing merger and acquisition patterns provides an important cornerstone of resource dependency theory and a basis of our present knowledge of the aggregate industry-level merger and acquisition patterns. However, due to the predominant focus on inter-industry merger and acquisition patterns in earlier research, much less is known as to whether the same logic could also be applied to explain intra-industry merger and acquisition patterns. In this chapter, we extend the resource dependence results to an intra-industry context. In particular, we show that mergers and acquisitions among pharmaceutical firms tend to take place among firms with technological and competitive interdependencies. To distinguish our finding from the competing resource scale and scope explanations, we show that the likelihood of a resource dependence reducing acquisition is moderated by the crowding of firms’ technological positions and prior alliance ties. Consistent with the resource dependence explanation, both weaken the effect of overlapping technological positions even though both alliance ties and crowding otherwise are positively related to merger and acquisition patterns in line with the social structural explanations.
This chapter presents a personal research journey starting from my interest in firms’ decision-making within the tradition of the behavioral theory of the firm to…
This chapter presents a personal research journey starting from my interest in firms’ decision-making within the tradition of the behavioral theory of the firm to discovering mergers and acquisitions (M&A) as an ideal decision context to advance the theory. Using my two articles published in the Academy of Management Journal as examples, I showcase how to leverage the specific attributes of M&A together with the institutional context in which they occur to develop and test new theories. Each paper addresses a distinctive research question and provides a unique angle of theoretical insights to the theory of decision-making. In particular, I was able to dig deeper into the mechanisms of institutional logic, power, and coalition building for explaining how firms make strategic decisions, all owing to the significance and versatility of M&A.
Despite increasing interest in business model innovation (BMI), there is only limited scholarship that examines how business model (BM) innovators present and explain…
Despite increasing interest in business model innovation (BMI), there is only limited scholarship that examines how business model (BM) innovators present and explain their innovations to various stakeholders. As BMI often involves the creation of a new ecosystem, understanding how innovators can gain support of future ecosystem members is important. Based on a longitudinal case study of Salesforce, a pioneer in cloud computing, the authors show how the innovator’s skillful framing to different audiences fosters the emergence of an ecosystem around the new BM. The authors suggest that effective framing constitutes an important strategic process that enables BM innovators to shape new ecosystems due to the performative power of words.
Strategy research has long understood that reconfiguration of the scope of the activities a firm engages in over time is critical to its long-run success, while…
Strategy research has long understood that reconfiguration of the scope of the activities a firm engages in over time is critical to its long-run success, while under-emphasizing differences in redeployment strategy that underlie apparently similar scope and changes in scope. In this paper, we build on the idea that a firm’s number of activities (scope) and change in activities (turnover) arise from two fundamental rates of redeployment: the rate at which activities are added and the rate at which activities are subtracted. In net, the turnover rate reflects how actively a firm reconfigures its resource base by redeploying resources via addition and subtraction of activities. We develop a model that links addition and subtraction with the composition of a firm’s activities and then provide an empirical illustration using data from the U.S. Patents and Trademarks Office. As an example of one extension, the model can be generalized to incorporate elements of absorptive capacity. The analysis contributes to our understanding of how firms reconfigure their activities and provide managers with a clearer understanding of tools that guide redeployment of existing resources.