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Importer commitment is important to the improvement of exporter performance. More committed importers contribute more to the exporters’ performance than do less committed importers. The purpose of this paper is to examine one of the factors that motivate importers to be committed to their overseas exporters: exporter fairness. Specifically, this study examines the role of exporter fairness in developing importer commitment. Fairness is conceptualized as three dimensions: distributive justice, procedural justice, and interactional justice.

The relationship between the three dimensions of exporter fairness and importer commitment is empirically examined using data collected from 120 Korean importers. Partial least squares technique was employed to test the hypotheses.

It was found that importers’ perceptions of distributive, procedural, and interactional justice contribute to increasing or decreasing importer commitment. Furthermore, when a sample of Korean importers was split into two groups, the three dimensions of justice were positively related to commitment for importers facing a highly volatile business environment, while only interactional justice significantly affected commitment for importers facing a low-volatile environment. These findings indicate that importers facing a highly volatile environment are much more sensitive to exporter fairness than are those facing a low-volatile environment.

The study demonstrates that importer commitment can be developed, particularly in highly volatile environments, if vulnerable importers are treated fairly by their more powerful exporters. Volatile environments offer more opportunity for overseas exporter opportunism than stable environments do, aking importers vulnerable to the opportunistic behaviors of overseas exporters. Such importers are likely to respond sensitively to exporter fairness in the form of increased or decreased importer commitment.

The purpose of this paper is to scrutinize the interplay between resilience and agility in explicating the concept of resilient agility and discuss institutional and organizational antecedents of resilient agility in volatile economies.

The authors develop a conceptual framework that offers an original account of underlying means of ambidextrous capabilities for organizational change and behaviors in volatile economies and how firms stay both resilient and agile in such contexts.

The authors suggest that resilient agility, an ambidextrous capability of sensing and acting on environmental changes nimbly while withstanding unfavorable disruptions, can explain entrepreneurial firms’ survival and prosperity. The authors then address institutional (instability and estrangement) and organizational (entrepreneurial orientation (EO) and bricolage) antecedents of resilient agility in volatile economies.

The authors highlight that unfavorable conditions in volatile economies might have bright sides for firms that can leverage them as entrepreneurial opportunities and propose that firms can achieve increased resilient agility when high levels of institutional instability and estrangement are matched with high levels of EO and bricolage.

This paper aims to explore subsidiaries’ behavioural responses to volatile institutional pressures in the local context of the emerging Nigerian market.

The authors built on institutional and contingency theory to analyse previous literature on developed markets and apply it to African contexts. The authors used a context-specific volatile local context model to show how porous formal and strong informal institutions constitute international business (IB) as a contested terrain in the host country. The authors also used a qualitative methodology, involving multiple actors, to investigate this phenomenon in practice.

The findings indicated different types of institutional pressures shaping volatile local contexts, which together or separately impact subsidiaries, depending on their degree of exposure. Subsidiaries behaviourally respond to cope with these pressures through inclusive negotiations involving their home and host countries’ networks.

Previous research has imposed developed markets’ norms on emerging African markets, regardless of their volatility. As subsidiaries’ responses to local contexts in emerging African markets are poorly understood, the authors developed a volatile local context model, showing how IB becomes a contested terrain in host countries and the authors proposed a model that differentiates between informal institutions. The authors highlighted the impact of contextual pressures on subsidiaries, according to their levels of exposure to the local context. The authors concluded that committed alignment with a local context is necessary for presenting an effective contingent response to its volatilities.

The purpose of this article is to analyze the impact of the external environment on the emergence of particular forms of transformational leadership.

To develop a conceptual model, the extant literature on environment and transformational leadership was used. Specifically, the focus was on the constructs of volatility of the external environment, environmental uncertainty, and existing models of transformational leadership.

In this article, an environment‐induced model of transformational leadership was developed, which identifies three types of transformational leaders – revolutionary, evolutionary and transgressor. Revolutionary transformational leaders are likely to emerge in organizations operating in volatile environments and whose members show either a high or a low degree of receptivity. However, evolutionary‐transformational leaders are likely to emerge in less volatile environments whose members show a high degree of receptivity, and transgressor‐transformational leaders would emerge in less volatile environments whose members show a low degree of receptivity.

This model is a conceptual one and has not been empirically validated yet. However, the model's propositions have implications for research. Organizational scholars may empirically test the extent to which firms' external environments influence the types of transformational leaders that emerge within them. They may also assess the extent to which the external environment facilitates employee acceptance of particular forms of transformational leadership.

Knowing the external environment of a firm may help select the appropriate type of leaders needed to move the organization ahead. For instance, when organizations face high volatile environments, they may be well advised to select revolutionary‐transformational leaders as CEOs or change agents.

The value of the present article lies in the fact that it binds together the literature on the firm external environment and transformational leadership. Thus, the article helps reduce the artificial boundary between macro and micro issues in the study of organizations.

This paper examines the relationship between environmental uncertainty and tax avoidance at the firm level. We posit that managers faced with more uncertain environments are likely to engage in more tax avoidance activities. We find a significant and negative relationship between environmental uncertainty and effective tax rates, and our results persist through a battery of robust checks. We further find that managerial ability mitigates the above relationship. Moreover, we find that small, highly leveraged, and innovative firms operating in uncertain environments engage in more tax avoidance.

The first part of this paper discusses why and how organizations join collaborative arrangements in transforming business sectors. In order to address this research question from an organization–environment co-evolution perspective, the authors begin with working out a respective framework for analysis founded on competence-based theory under the umbrella of market process theory. The starting of point of the investigation are results from comprehensive qualitative research conducted within the currently highly turbulent German healthcare sector. Embedded into an interactive research design, the fieldwork reveals a taxonomy of three reasons to cooperate in volatile environments: (1) closing resource and competence gaps in so-called “gap-closing alliances,” (2) preparing for unexpected developments in so-called “option networks,” and (3) intending to exert influence on the relevant business environment in so-called “steering alliances.” Detailed findings and particularities for the field of competence research are briefly summarized. They emanate especially from an evolutionary angle and include timing (reacting adequately to strategic windows in the market), historicity, path dependencies (on both the firm and market/industry level), and an evolutionary interpretation of resource/competence specificity.

The central research question in the second part of the paper is whether and how competence-based management of alliances is applicable to the education sector and for deriving respective management implications. For this reason, an exploratory case study is conducted of the German MBA program “Net Economy,” featuring innovative teaching methods like blended learning arrangements, multimedia case studies, and transnational learning processes in an international learning network.

The purpose of this paper is to examine the impact of business volatility on employee performance.

The authors use regression analysis to examine the authors’ research question.

The results suggest that business volatility has a significant and positive impact on employee performance. Furthermore, the authors find that the relationship between business volatility and employee performance is stronger for larger firms and firms with higher labor intensity.

The study links and contributes to two streams of literature: employee/labor cost management from the accounting literature and business volatility from the management literature. Whether business volatility affects employee performance remains an interesting question that has not been definitively answered empirically. To the best of the authors’ knowledge, this is the first empirical study that directly examines the relationship between business volatility and employee performance at the firm level.

The purpose of this paper is to examine whether the superiority of the implied volatility from a stochastic volatility model over the implied volatility from the Black and Scholes model on the forecasting performance of future realized volatility still holds when intraday data are analyzed.

Two implied volatilities and a realized volatility on KOSPI200 index options are estimated every hour. The grander causality tests between an implied volatility and a realized volatility is carried out for checking the forecasting performance. A dummy variable is added to the grander causality test to examine the change of the forecasting performance when a specific environment is chosen. A trading simulation is conducted to check the economic value of the forecasting performance.

Contrary to the previous studies, the implied volatility from a stochastic volatility model is not superior to that from the Black and Scholes model for the intraday volatility forecasting even if both implied volatilities are informative on one hour ahead future volatility. The forecasting performances of both implied volatilities are improved under high volatile market or low return market.

The trading strategy using the forecasting power of an implied volatility earns positively, in particular, more positively under high volatile market or low return market. However, it looks risky to follow the trading strategy because the performance is too volatile. Between two implied volatilities, it is hardly to say that one implied volatility beats another in terms of the economic value.

This is the first study which shows the forecasting performances of implied volatilities on the intraday future volatility.

The purpose of this paper is to analyse the adaptation process of small and medium-sized enterprises (SMEs) to volatile environment supported with learning, knowledge and innovation.

This study used an inductive approach to analyse qualitative data obtained from an SME operating in the international market. Various data collection methods, including interview, focus group discussion and observation, were used to allow the researchers to undertake triangulation.

This study demonstrates that managers should be eager to adjust their innovation to a changing environment and continually update pre-determined plans. Learning is an ongoing process required for innovation, requiring up-to-date support from knowledge produced via learning. For this reason, learning is required in all dynamic capability processes.

This study offers insight to relatively empirical evidence on how firms respond and adjust to volatile environments using an integrative perspective covering learning, knowledge and innovation. In addition, this offers insight regarding how knowledge can be developed based on learning from the environment and converted into innovation through dynamic capabilities.

The purpose of this paper is to analyse the adaptation process of small and medium-sized enterprises (SMEs) to volatile environment supported with learning, knowledge and innovation.

This study used an inductive approach to analyse qualitative data obtained from an SME operating in the international market. Various data collection methods, including interview, focus group discussion and observation, were used to allow the researchers to undertake triangulation.

This study demonstrates that managers should be eager to adjust their innovation to a changing environment and continually update pre-determined plans. Learning is an ongoing process required for innovation, requiring up-to-date support from knowledge produced via learning. For this reason, learning is required in all dynamic capability processes.

The single case study design offers deep and detailed insights regarding the process of how firms create innovation based on learning in an uncertain environment. Future research could investigate whether the findings of this study are generalisable using a large number of subjects and a cross-sectional method.

This study offers insight to relatively empirical evidence on how firms respond and adjust to volatile environment using an integrative perspective covering learning, knowledge and innovation. In addition, this offers insight regarding how knowledge can be developed based on learning from the environment and converted into innovation through dynamic capabilities.