Search results

Drawing upon the resource-based view this study aims to examine the connections between formal and informal business relationships and resource-bridging and adaptive capabilities within the context of foreign subsidiaries of multinational enterprises (MNEs) operating in Thailand. Based on prior literature emphasizing business network ties as sources of competitive advantage in emerging markets, this study extends the discourse by investigating the moderating effects of technological turbulence, power distance and assertiveness.

This study uses a quantitative research approach, using data obtained from a self-administered survey conducted among 168 foreign subsidiaries spanning diverse industries in Thailand. The data were analyzed by using multiple-group structural equation modeling to test the hypothesized relationships.

Cultivating different types of business ties enables foreign subsidiaries to improve different types of capabilities. While interpersonal relationships (i.e. informal businessties) enable them to develop their abilities to combine various resources (i.e. resource-bridging capability), rigid contractual-based relationships (i.e. formal businessties) help them to be more adaptive (i.e. adaptive capability). These relationships are also contingent upon the levels of technological turbulence, host-country power distance and host-country assertiveness.

This research builds upon prior research on network ties and capability building by delineating the specific nature of capabilities. Contradicting to the previous findings, demonstrating a negative relationship between formal business ties and capabilities, this study found that each type of business tie enables foreign subsidiaries to enhance different types of capabilities under different circumstances. Moreover, this study adopts a lens of host-country national culture rather than home-country culture in investigating the moderating effects of power distance and assertiveness.

This study aims to integrate the theory of planned behavior (TPB) and the value-belief-norm (VBN) theory into a meta-analytic framework to synthesize green consumption literature.

By integrating the findings from 173 studies, a meta-analysis was performed adopting several analytical methods: bivariate analysis, moderation analysis and path analysis.

VBN- and TPB-based psychological factors (adverse consequences, ascribed responsibility, personal norms, subjective norms, attitude and perceived behavioral control) mediate the effects of altruistic, biospheric and egoistic values on green purchase intention. Further, inconsistencies in the proposed relationships are due to cultural factors (i.e. individualism-collectivism, power distance, uncertainty avoidance, masculinity–femininity, short- vs long-term orientation and indulgence-restraint) and countries’ human development status.

The authors selected papers published in English; hence, other relevant papers in this domain published in other languages might have been missed.

The findings are useful to marketers of green offerings in designing strategies, i.e. specific messages, targeting different customers based on countries’ cultural score and human development index, to harvest positive customer responses.

This study is the pioneering attempt to synthesize the TPB- and VBN-based quantitative literature on green consumer behavior to resolve the reported inconsistent findings.

The purpose of this paper is to investigate the effect of inclusive leadership on team climate. Drawing on the social exchange theory (SET), this study proposes a theoretical model in which (1) inclusive leadership enhances team climate, (2) the moderating effect of team power distance and trust in leadership in the relationship between inclusive leadership and team climate.

A quantitative research method was applied, with a survey of 247 Nigerian employees nested in 59 teams in multiple small manufacturing firms across diverse industries widely distributed into textile, furniture, bakery and palm oil production firms. The partial least square structural equation modelling was used to test the study's proposed hypotheses.

The results revealed that inclusive leadership has a positive and direct effect on team climate. Also, this study found that (1) team power distance positively influences the relationship between inclusive leadership and team climate; and (2) trust in leadership positively influences the relationship between inclusive leadership and team climate.

This study affirms the explanatory power of SET to investigate inclusive leadership and team climate at the team level. Also, the study utilised the SET to confirm the significance and value of team power distance and trust in leadership in the relationship between inclusive leadership and team climate at the team level in the Nigerian context.

The paper examined the relationship between inclusive leadership and team climate with team power distance and trust in leadership as moderators. The findings suggest that inclusive leadership play a paramount role in understanding team climate among small manufacturing firms. Moreover, the findings can be applied in organisations by creating different assessment mechanisms, e.g. webinars and training sessions, to encourage effective inclusive leadership behaviours in fostering a team climate for creativity and innovation.

The main contribution of this current research to knowledge is on the examination of the distinctive leadership style that influences team climate. The study indicates that when team members are allowed to fully contribute to the team, inclusion is promoted among group members, and trust in leadership is strengthened, which increases their perception of team climate within organisations.

Recent literature on customer engagement has introduced the concept of “actor engagement,” which serves as the foundation for this study. The study aims to investigate the formation of engagement and engagement's impact on the performance of sharing economy platforms in an international context.

The study analyses unstructured data from 145,434 service providers and 1,703,266 customers on Airbnb across seven countries (USA, Canada, United Kingdom, Australia, South Africa, China and Singapore). Machine learning techniques are used to measure actor engagement, and the research model is tested using structural equation modelling (SEM).

The findings suggest that actor engagement, encompassing the reciprocal relationship between customer engagement and service provider engagement, has a significant impact on platform performance. The moderator analysis highlights the role of cultural differences in the relationship between customer engagement and service provider engagement and between actor engagement and platform performance. Specifically, the study reveals that actor engagement exhibits a more pronounced impact on platform performance in Western countries (such as the USA, Australia and the UK), compared to Eastern countries (such as China and Singapore).

The analysis of the conceptual model is based on the utilisation of behavioural data obtained from the Airbnb website. Due to the nature of the available data, proxies are employed as measures for variables such as platform performance.

This research is amongst the first to provide empirical evidence for actor engagement formation and the function's role in platform performance in the sharing economy. The global nature of Airbnb as a platform facilitates the investigation of country-level factors, specifically cultural values, across seven diverse countries and highlight differences from business to customer (B2C) business models.

It is important for an exporting manufacturer to motivate its foreign channel partners to sell and promote its products. An excellent way to motivate such foreign channel partners is to give them exclusive territories. Unfortunately, there is a lack of knowledge regarding the determinants of territorial exclusivity. This study aims to investigate the relationship between organizational culture and territorial exclusivity and the moderating role of firm size in this relationship.

Survey data were collected from manufacturing small and medium-sized enterprises (SMEs) in Japan. To test the hypotheses, a regression analysis was conducted using the ordinary least squares technique.

Empirical evidence shows that the cultural values of collectivism and uncertainty avoidance influence territorial exclusivity; collectivist exporters are likely to use territorial exclusivity, whereas exporters with high uncertainty avoidance are not likely to use it. Furthermore, the larger the firm size, the smaller the impact of cultural values on territorial exclusivity; this suggests that large SMEs do not rely on their organizational culture to make decisions about exclusive territories.

The export marketing literature emphasizes the advantages of exclusive territories. By contrast, the channel management literature suggests that exclusive territories also have disadvantages. As exclusive territories have both advantages and disadvantages, it is crucial to answer the following question: What kinds of exporting manufacturers grant exclusive territories to their foreign channel partners? By addressing this question, this study contributes to a better understanding of export channel strategy.

The purpose of this study is to investigate the key predictors and outcomes of task–technology fit (TTF) of facial recognition payment systems with the moderating role of cultural differences in the restaurant industry.

The survey responses were collected from 336 South Korean and 336 US restaurant customers.

The results revealed that function significantly affected TTF in both groups. Unique to the Korean sample, emotion was found to be a significant determinant of TTF, whereas convenience and social influence were key predictors of TTF only for the US sample. TTF had significant and positive effects on the three dimensions of behavioral intentions in both groups. The result of multi-group analysis showed that cultural differences moderated the effect of convenience on TTF and the effect of emotion on TTF.

The authors provided recommendations for restaurant operators and technology companies seeking to improve customer TTF and acceptance of facial recognition payment systems for the first time.

本研究旨在调查面部识别支付系统任务技术匹配（TTF）的关键前置因素和影响, 以文化差异为调节变量, 研究其在餐饮行业的应用。

我们收集了来自336名韩国和336名美国餐厅顾客的调查回答。

结果显示, 在两组中, 功能显著影响TTF。对于韩国样本来说, 情感被发现是TTF的重要决定因素, 而对于美国样本来说, 方便性和社会影响是TTF的关键预测因素。在两组中, TTF对行为意向的三个维度均产生了显著且积极的影响。多组分析结果显示, 文化差异在方便性对TTF的影响以及情感对TTF的影响中起到了调节作用。

我们首次为寻求改善顾客TTF和接受面部识别支付系统的餐厅经营者和技术公司提供了建议。

Managing diversity requires an understanding of culture. The majority of businesses have realised that competitiveness no longer stems from formal organisational structures but rather from the mindsets, competencies, and functioning of individuals who create, develop, and support the organisation and who frequently come from different cultural backgrounds. Understanding the essence of a culture, its components, variations, and how all these things effect the business and the managerial process is very beneficial for international managers. Businesses in global value chains need cross-cultural management practices to obtain a competitive advantage. Global value chains make it possible to benefit from the comparative advantages of other nations, and without cross-cultural management, these multinational corporations would be unable to carry on with their business operations. Although there are many explanations on global value chains in the literature, there is no study on the effect of different cultures in value chain management and how different cultures can be managed in global value chains.

In this chapter, the definition of the concept of culture, which is comprehensive and crucial in managing differences, will be depicted. Then, the concept of cross-cultural management will be emphasised and what cross-cultural management means and why and to what extent it is important will be explained. In addition, the impact of cross-cultural management in the inclusive global value chain will be discussed, emphasising the value chain analysis, how it emerged, its basic concepts, and its importance in the international context.

The global financial crisis of 2008 has put greater doubt on the bank risk-management effectiveness around the world. As a part of the response to such doubt, the Gulf Cooperation Council (GCC) region is formulating some feasible approaches to manage bank risk. In this regard, an understanding of the role of the region’s culture and economic freedom will provide immense input into this risk management approach. This study examines the impact of national culture and economic freedom on bank risk-taking behavior.

Data on bank risk measures, culture and economic freedom are obtained from the FitchConnect, World Bank database, Hofstede’s insights and Heritage Foundation. Generalized least squares and two step-system generalized method of moments are then used to examine the risk-taking behavior of the region.

Banks of the GCC region operating in the low power distance, high collectivism, masculine and low uncertainty avoidance cultures are susceptible to assuming more operational and insolvency risks. Furthermore, banks’ overall risk-taking inclination is positively increased once the region has considerable business and monetary freedom.

The governments and bank regulatory bodies may benefit from the study findings by developing the best economic freedom index and national culture that enriches risk management practices and curves excessive risk-taking inclination.

To the best of the authors’ knowledge, this study is the first attempt to address the interplay among culture, economic freedom and bank risk to ensure constructive risk-taking behavior for the GCC banking industry.

The present research aims to empirically test the “Barriers to abusive supervision model” to find how employee-related (core self-evaluations) and situational factors (perceived job dependency) make an employee trapped in the spiral of supervisory abuse. In addition, the work–family spillover lens is used to explain how employees' retaliation is targeted at their families in response to abuse from their bosses.

The current study has employed a three-wave longitudinal moderated mediation design and analysed data from 265 employees working in the hospitality industry of Pakistan.

The results of this study have shown that low core-self evaluations put employees in a spiral of supervisory abuse and they instil aggression towards their families. This association is further strengthened when employees are dependent on their job.

This study is one of the first to use the “Barriers to Abusive supervision” model to answer who and in which conditions tend to trap in the spiral of abuse and integrate the work-to-family interface model for elaborating the outcomes to the family domain.

This research study investigated the relationship between participative decision-making and innovative work behavior by considering the moderating role of power distance orientation of individuals. Grounded in the approach-inhibition theory of power, the authors proposed that participative decision-making could mitigate perceived power gap and motivate individuals with high power distance orientation to engage more in innovative work behavior.

Survey data were collected from 243 faculty members from 2 universities located at Dhaka, Bangladesh. The partial least squares structural equation modeling (PLS-SEM) was used for data analysis.

The results from the model estimation showed that the positive relationship between participative decision-making and innovative work behavior was stronger among faculty members with high power distance orientation than those with low power distance orientation. The simple slope analysis also clarified the fact that faculty members with high power distance orientation could increase their innovative work behavior to be at the same level as that of faculty members with low power distance orientation when the members were involved highly in participative decision-making.

Participative decision-making is a management practice that should be implemented in order to motivate faculty members to actively engage in innovative work behavior. Particularly for faculty members who are sensitive towards the power status of other members in the workplace, this management practice is highly recommended to lessen the perceived social barrier that discourages these faculty members from engaging in innovative work behavior.

The authors' research advanced knowledge from prior studies by offering new theoretical insight into the role of empowerment practice that could motivate individuals with high power distance orientation to engage more in innovative practices.