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Article
Publication date: 10 July 2021

Eli Gimmon, Ying Teng and Xiaobin He

This study aims to present multi-layered embeddedness and explore the main and interaction effects of political embeddedness on the performance of private enterprises in…

Abstract

Purpose

This study aims to present multi-layered embeddedness and explore the main and interaction effects of political embeddedness on the performance of private enterprises in China. This study tests multi-layered embeddedness through interaction effects between three layers, namely, political, territorial and inter-firm embeddedness. Political embeddedness is related at the personal and the firm levels.

Design/methodology/approach

The authors used secondary data of four non-panel waves (2002, 2008, 2010 and 2016) of large samples having identical questions based on the Chinese private enterprises’ survey. The accumulated number of business owners’ responses is a total of 10,686.

Findings

The main effects of each of the layers of embeddedness showed a positive influence on enterprise performance consistently and unchanged over time which fits the Chinese Guanxi regardless of the immense macro-economic transition. However, unexpectedly some interactions showed negative significant effects on performance.

Practical implications

First, business owners should be aware of the specific contribution to the performance of political embeddedness at both the firm level and the personal level. Second, the pursuit of exercising simultaneously several layers of embeddedness may be detrimental to company performance. This study provides generalizable lessons regarding different embeddedness layers beyond the context of China’s transition economy.

Originality/value

First, the authors extend political embeddedness to the firm level whilst in previous research this construct had been mostly related to the personal level. Second, building on the resource-based view and redundant resources the authors present the disadvantage of “over-embeddedness” as related to multi-layered embeddedness which has been understudied.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 15 June 2021

Sultan Adal Mehmood, Muhammad Abdur Rahman Malik, Muhammad Saood Akhtar, Naveed Ahmad Faraz and Mumtaz Ali Memon

This paper draws on the conservation of resources (COR) theory to understand how organizational embeddedness develops through psychological ownership and organizational…

Abstract

Purpose

This paper draws on the conservation of resources (COR) theory to understand how organizational embeddedness develops through psychological ownership and organizational justice. The purpose of this study is to investigate the effects of three dimensions of organizational justice on organizational embeddedness and psychological ownership and the effect of psychological ownership on organizational embeddedness. The mediating role of psychological ownership between organizational justice and organizational embeddedness was also examined.

Design/methodology/approach

Data were collected from 300 engineers in Pakistan's power sector using a three-wave quantitative survey. Partial least squares path modeling was used to analyze the data.

Findings

The results show that distributive and procedural justice results in the development of organizational embeddedness. Simultaneously, psychological ownership mediates the link between all three dimensions of organizational justice and organizational embeddedness.

Practical implications

By highlighting the importance of organizational justice and psychological ownership, this study offers managers with two distinct strategies for enhancing their employees' organizational embeddedness.

Originality/value

There is a lack of research investigating the distinct effects of three dimensions of organizational justice on the three dimensions of organizational embeddedness. Further, research to investigate the intervening mechanisms that connect organizational justice and embeddedness is scarce. Finally, the COR theory has been utilized to explain how embeddedness works. However, it had not been utilized previously to understand the process through which embeddedness is accumulated. This study fills these gaps by examining the distinct effects of three dimensions of organizational justice on three dimensions of organizational embeddedness and examining these relationships' mediation through psychological ownership.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 8 June 2021

Farveh Farivar, Roslyn Cameron and Jaya A.R. Dantas

Drawing on embeddedness theory, we examine how skilled immigrants' perceived brain-waste affects their social embeddedness. Social embeddedness facilitates the acquisition…

Abstract

Purpose

Drawing on embeddedness theory, we examine how skilled immigrants' perceived brain-waste affects their social embeddedness. Social embeddedness facilitates the acquisition of host country-specific human capital, which, in return, can accelerate the transfer of immigrants' human capital in the workplace.

Design/methodology/approach

In total, 397 skilled immigrants in Australia participated in this study. We applied a set-theoretic approach to decode the complexity and interplay among the key concepts used in this study.

Findings

We found the impacts of psychological workplace wellbeing and workplace discrimination on social embeddedness differ between skilled immigrants who experience perceived brain-waste and skilled immigrants whose skills were recognized by employers. The results suggest that job satisfaction is the most critical factor contributing to social embeddedness among skilled immigrants who did not report brain-waste. Furthermore, we found that married skilled male immigrants who reported brain-waste still could embed socially if they did not directly experience workplace discrimination.

Originality/value

The majority of previous studies have compared skilled immigrants with their local-born colleagues, but we compared two groups of skilled migrants in the current study. We adopted fuzzy-set qualitative comparative analysis to test how unique configurations of several variables can ease their social embeddedness into the host society.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 10 May 2021

Usman Khalid, Rabia Mushtaq, Abdul Zahid Khan and Faisal Mahmood

This paper aims to evaluate how transformational leadership can increase job embeddedness in their employees that persuade them to stay in their organization and how this…

Abstract

Purpose

This paper aims to evaluate how transformational leadership can increase job embeddedness in their employees that persuade them to stay in their organization and how this relationship is contingent upon the job characteristics.

Design/methodology/approach

Sample of 328 useable responses was available for analysis. Questionnaires were distributed to the employees who are working in different Pakistani organizations. Regression analysis was used to test for hypotheses.

Findings

The findings support that there is a significant impact of transformational leadership for shaping job embeddedness, and the results endorsed the role of job characteristics as a moderator in describing the relationship of transformational leadership and job embeddedness. Transformational leaders would motivate employees to work together in productive manners in challenging work settings.

Originality/value

This paper makes three key contributions to the literature on job design. First, this inquiry shows that a strong link does exist between transformational leadership in creating organizational job embeddedness. Second, it highlights how job characteristics of highly challenging work settings may shape employees’ job embeddedness. Third, this paper offers a novel perspective in leadership research by incorporating high challenging work setting (i.e. job characteristics) as moderator. Managers may get new insight by opting for transformational leaders' attributes and concentrating on high challenging work settings for creating embeddedness in employees to prolong their stay with the job and firm.

Details

Management Research Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 5 May 2021

Jodie Louise Stewart and Karl Kilian Konrad Wiener

This paper aims to examine the quality of the relationship between a supervisor and their subordinate, conceptualised as leader member exchange (LMX), and the mediating…

Abstract

Purpose

This paper aims to examine the quality of the relationship between a supervisor and their subordinate, conceptualised as leader member exchange (LMX), and the mediating influence of subordinate’s job embeddedness on job satisfaction. The LMX model considered the four-gender dominant leadership style facets, female – affect and loyalty (communal), and male – contribution and professional respect (agentic). Social role theory was applied to explain societies influence on leadership style. The moderating influence of supervisor gender on the relationship of LMX facets and subordinate embeddedness is investigated.

Design/methodology/approach

This cross-sectional survey study of 213 self-selected employed participants investigated the mediation of job embeddedness LMX and job embeddedness and the moderation impact of supervisor gender on this mediation.

Findings

Job embeddedness mediated the relationship between all four facets of LMX and job satisfaction. Supervisor gender did not moderate the relationships of the four LMX facets and job embeddedness. These findings highlight the potential impact of a homogeniuos sample in relation to industry type and culture as this may impact on the findings. That is, participants in this study were predominantly females working in female dominant industries.

Originality/value

This study builds on the work of Collins et al. (2014) who examined the moderating impact of subordinate gender on the mediating relationship of job embeddedness on the relationship between LMX facets and job satisfaction. Previously, the gender role of supervisors on this relationship was not explored.

Details

Gender in Management: An International Journal , vol. 36 no. 4
Type: Research Article
ISSN: 1754-2413

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Book part
Publication date: 1 April 2003

Ranjay Gulati and Lihua Olivia Wang

This chapter examines the factors that may influence the total value created in a joint venture (JV) and also the relative value appropriated by each partner in the…

Abstract

This chapter examines the factors that may influence the total value created in a joint venture (JV) and also the relative value appropriated by each partner in the venture. We look at the effects of both partners’ embeddedness in prior networks of relationships and the asymmetry of business relatedness of two partners with the JV on these two important outcomes. Results of an event study of stock market reaction to JV announcements by the largest U.S. firms during 1987–1996 suggest that both network embeddedness of partners and the asymmetry of business relatedness of two firms with the JV affect the total value creation of all partners but not the relative value appropriation between the partners.

Details

The Governance of Relations in Markets and Organizations
Type: Book
ISBN: 978-1-84950-202-3

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Book part
Publication date: 25 July 2008

John Hagedoorn and Hans T.W. Frankort

We discuss the ‘gloomy’ side of firms’ embeddedness in networks of inter-firm partnerships. We propose a nested understanding of the effects of three levels of…

Abstract

We discuss the ‘gloomy’ side of firms’ embeddedness in networks of inter-firm partnerships. We propose a nested understanding of the effects of three levels of overembeddedness – environmental, inter-organizational and dyadic overembeddedness – on subsequent inter-firm partnership formation and argue for a joint examination of these three levels and their interactions over time. As a whole, increases in firms’ embeddedness will generate decreasing returns to the firms involved, prompting (i) the search for and attachment to novel partners and (ii) the dissolution of extant partnerships. On the flipside, overembeddedness thus sparks network evolution – by cueing firms to look beyond their embedded partnerships.

Details

Network Strategy
Type: Book
ISBN: 978-0-7623-1442-3

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Article
Publication date: 14 December 2020

Decha Dechawatanapaisal

This study examines whether the relationship between ambivalence in leader-member exchange (LMX) and career commitment is influenced by organizational embeddedness as a…

Abstract

Purpose

This study examines whether the relationship between ambivalence in leader-member exchange (LMX) and career commitment is influenced by organizational embeddedness as a mediating variable. There is also an investigation of when and to what extent job strain influences the conditional indirect effect between LMX ambivalence on career commitment via the mediator.

Design/methodology/approach

Data were collected from 1,134 accountants working in various disciplines. The PROCESS macro and a bootstrapping procedure were used to test and analyze the hypothesized relationships.

Findings

The results revealed that the direct relationship between LMX ambivalence and career commitment was partially mediated by organizational embeddedness. In addition, high levels of job strain through organizational embeddedness conditionally make the effects of ambivalence on career commitment stronger.

Practical implications

Organizations should motivate employees to tolerate uncertain situations at work and practice ways of maintaining a positive attitude. Training programs for employees to appreciate ambivalence and for leaders to be more behaviorally consistent and more effective in team communication should be considered.

Originality/value

This research is among the initial attempts to extend relevant knowledge in the fields of LMX quality and organizational embeddedness by identifying an important moderator that amplifies the structural relationship.

Details

Journal of Management Development, vol. 40 no. 1
Type: Research Article
ISSN: 0262-1711

Keywords

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Book part
Publication date: 4 October 2019

Katharina Cepa and Henri Schildt

Advanced information technologies, and particularly big data, provide new affordances to facilitate inter-organizational collaboration. Rich flows of real-time data…

Abstract

Advanced information technologies, and particularly big data, provide new affordances to facilitate inter-organizational collaboration. Rich flows of real-time data provide transparency across organizational boundaries and enable greater automation of inter-organizational routines. Taking stock of the literature and building on observations from the research in an industrial setting, the authors introduce the concept of technological embeddedness as an important characteristic of inter-organizational relationships, denoting the degree of monitoring, control, and optimization of intra- and inter-organizational tasks accomplished through technology at the interface of the inter-organizational relationship. The authors theorize how increasing technological embeddedness created by big data technologies affects the development of inter-organizational trust, mutual adaptation, and temporal structuring of collaboration. The propositions elaborate how greater technological embeddedness enables collaboration, and warn about the potential limiting effects of technological embeddedness on the development of interpersonal trust, strategic learning, and long-term orientation.

Details

Managing Inter-organizational Collaborations: Process Views
Type: Book
ISBN: 978-1-78756-592-0

Keywords

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Book part
Publication date: 12 November 2010

Phillip C. Nell, Ulf Andersson and Bodo B. Schlegelmilch

Purpose – The purpose of this chapter is to develop a more fine-grained model of the relationship between multinational corporation (MNC) external embeddedness and…

Abstract

Purpose – The purpose of this chapter is to develop a more fine-grained model of the relationship between multinational corporation (MNC) external embeddedness and subsidiary contribution to firm-level competitive advantage.

Methodology/approach – We briefly review previous international management literature and show that the conception of MNC embeddedness in external networks is often simplistic. We develop the concept of the HQ–subsidiary dyad being externally embedded and derive propositions on how this more holistic concept of MNC embeddedness influences subsidiary contribution.

Findings – We argue that subsidiary contribution depends not only on the relational embeddedness dimension of the subsidiary but that there is a complex interplay between several embeddedness dimensions on multiple levels. We suggest that the much emphasized effect of subsidiary relational embeddedness might be contingent on the HQ's own relationships, and the structure of the overall network. We also develop propositions which show that subsidiary relational embeddedness mediates the relationship between overall network structure and subsidiary contribution.

Research limitations – For the sake of theoretical stringency, we keep other influencing factors such as MNC strategy and specific subsidiary mandates as constant.

Originality/value of the chapter – Subsidiaries are an important source of firm-level competitive advantage. Subsidiary resources have also been shown to develop to a large extent in relationships with external actors. Despite this importance, we argue that our understanding of how the MNC is embedded in external networks and how this in turn influences subsidiary contribution is limited. This chapter attempts to make a first step into filling this gap.

Details

Reshaping the Boundaries of the Firm in an Era of Global Interdependence
Type: Book
ISBN: 978-0-85724-088-0

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