A Primer On Collective Entrepreneurship: A Preliminary Taxonomy

We document an increasing prevalence of the term ―collective entrepreneurship‖ in scholarly research. By examining the context in which the term is utilized, we present a framework through which to understand motivations for research in collective entrepreneurship and the variety of entrepreneurial endeavors described as collective entrepreneurship. We identify five primary motivations for research: advancement of theory, intra-organizational efficiency, inter-organizational gains, economic growth and development, and socio-political change. We find preliminary evidence collective entrepreneurs may be able to generate rents inaccessible to the sole entrepreneur. In addition, we propose mechanisms which foster entrepreneurship may differ for sole and collective entrepreneurs.International Relations/Trade,

A Primer on Collective Entrepreneurship: A Preliminary Taxonomy

We document an increasing prevalence of the term "collective entrepreneurship" in scholarly research. By examining the context in which the term is utilized, we present a framework through which to understand motivations for research in collective entrepreneurship and the variety of entrepreneurial endeavors described as collective entrepreneurship. We identify five primary motivations for research: advancement of theory, intra-organizational efficiency, inter-organizational gains, economic growth and development, and socio-political change. We find preliminary evidence collective entrepreneurs may be able to generate rents inaccessible to the sole entrepreneur. In addition, we propose mechanisms which foster entrepreneurship may differ for sole and collective entrepreneurs

A Case of Danish Multinationals and their Subsidiaries in P.R. China and India

By drawing on a selective review of literature, we propose that the culture of Danish multinationals and transnational organizations interface with the Chinese and Indian societal and managerial cultures in order to create hybrid cultures in Danish subsidiaries in P. R. China and India. The hybrid culture moderates the relationships between the forms of knowledge and internationalization of multinationals on one hand and the transfer of knowledge on the other. It is postulated that stable cultural frames of the Danes and Chinese managers, both having stable cultural frame, will require long drawn efforts to overcome the cultural distance and transfer the various forms and levels of knowledge in the initial years of the subsidiaries. On the other hand, Indians’ style of switching their cultural frames will create less entry problems but more recurring problems once Danish multinationals will get going. Once the postulates are empirically validated, potential implications for strategic interventions are briefly discussed. Keywords: Knowledge transfer, culture, MNCs

Ethics and taxation : a cross-national comparison of UK and Turkish firms

This paper investigates responses to tax related ethical issues facing busines

Debates and a Novel View

Arguments derived from the theory of science have been present in strategic management discourse since at least the beginning of the 1970s. The field’s topjournal,the Strategic Management Journal, has printed several theory of sciencebased papers. Most positions in the theory of science (falsificationism, instrumentalism, realism, constructivism, etc.) have been present in the methodological discourse in the field. This chapter briefly reviews theory science applications to strategic management, before a distinctive perspective on the evolution of the strategic management field is developed. According to this perspective, science progresses when deeper level mechanisms are identified and theorized. Theoretical reduction may therefore be an independent criterion of scientific progress. Application to the strategic management field of this perspective, which in the social sciences is closely connected to the notion of methodological individualism, reveals that the field has evolved in a manner akin to a swinging pendulum, oscillating between micro and macro perspectives

Towards a cosmopolitan theory of modernity : a comparative historical analysis of emerging Buddhist, Islamic and Post-Christian modernities

Current theories of modernity, an international phenomenon, have been criticized for being Eurocentric, and attempts to address their problem of Eurocentrism are at best semi-Eurocentric. This thesis suggests a new theory of modernity, the Theory of Transhistorical Modernity (TTM), that is arguably more empirically robust and, being non-ethnocentric and cosmopolitan, normatively sounder. Taking an interdisciplinary approach, this theory is underpinned by a rethinking of the dichotomies of tradition/modernity, religion/secularity, and collectivism/individualism. This thesis takes a historical–sociological International Relations approach to the study of modernity, employing the comparative historical methods for data collection and analysis. Through the lens of this new theoretical framework, the post-Christian nationalist modernity is but one among many modernities in history. Out of this plurality, three cases are selected, analyzed, and then compared to illustrate the theory and reach a better understanding of modernity in general and of these cases in particular: Axial Buddhist modernity (6th–3rd centuries BCE), early Islamic modernity (7th–13th centuries CE), and the post-Christian nationalist modernity (17th–20th centuries CE). Analysis of these cases shows that modernity is a transhistorical phenomenon with different historical manifestations. Early Buddhism and early Islam, for instance, are not the antitypes of Western modernity but were themselves modernities. Through this new theory, I argue that intercultural influence is transhistorical, and the agency to enact innovative social change or modernize is not a Western invention but a transhistorical human capacity. TTM reclaims the West’s theft of the cosmopolitan, transhistorical value and agency of modernization.M-I

Mediating Role of Knowledge Management Behavior

학위논문(석사)--서울대학교 대학원 :경영대학 경영학과,2019. 8. 최진남.동기 성향 이론(motive disposition theory, MDT)과 자기 일치 모형(self-concordance model)에 기반하여, 본 연구는 개인의 심리적 욕구 (성취 지향성, 관계 지향성, 영향력 지향성)가 개인의 혁신적, 개량적 창의성을 촉진하는 요인임을 밝혀낸다. 나아가, 사회적 교환 이론(social exchange theory, SET) 및 상호 호혜의 규범(norm of reciprocity)에 따라서, 지식 공유 행위와 지식을 전달받는 행위를 포함하는 종업원 지식 관리 행동(knowledge management behaviors, KMBs)이, 서로 다른 개인의 심리적 욕구의 차원과 두가지 형태의 창의성 간의 관계를 매개하고 있는지 확인하였다. 마지막으로, 특성 활성화 이론(trait activation theory, TAT)의 이론적 관점을 활용하여, 팀 내 지식의 가치 중요성(value importance of knowledge)이 개인의 심리적 욕구-지식 관리 행동 간의 관계를 조절하는지도 연구하였다. 본 연구에서 제시한 이론적 모델과 가설은 한국의 리더 75명과 그들이 관리하는 209명의 구성원들로부터 수집한 데이터를 통해 실증되었다. 분석 결과, 세가지 심리적 욕구 가운데, 성취 지향성이 혁신적 창의성과 개량적 창의성 모두를 높이는 유의한 예측변수임이 확인되었다. 관계 지향성은 개량적 창의성에 양적인 영향을 미치는 것으로 나타났다. 또한, 지식 공유 행위는 세가지 심리적 욕구 모두에 의해 예측되는 반면, 지식을 전달받는 행위는 성취 지향성과 관계 지향성으로 예측되는 것을 알 수 있었다. 또한, 분석 결과는, 팀 내 지식의 가치 중요성과 심리적 욕구의 상호작용이 개인의 지식 공유 행위 및 지식을 전달받는 행위를 촉진시킨다는 것을 보여주었다. 마지막으로, 지식 공유 행위와 지식을 전달받는 행위는 두 종류의 창의성 모두에 양적으로 유의한 영향을 미치는 것으로 나타났다.Drawing on motive disposition theory and self-concordance model, this study identifies individual psychological needs (need for achievement, need for affiliation, and need for power) as distinct facilitators of individual radical and incremental creativity. The mediating role of employees knowledge management behaviors (KMBs), specifically knowledge sharing and knowledge receiving, in the relationship between different dimensions of individual psychological needs and the two distinct forms of creativity is also examined with social exchange theory and norm of reciprocity as basis. In addition, this study adopts the theoretical view of trait activation theory to investigate value importance of knowledge as a moderating contingency in the relationship between individual psychological needs and KMBs. The proposed theoretical model and hypotheses were empirically tested on the basis of data collected from 75 leaders and their immediate 209 members in Korea. Results revealed that, among the three psychological needs, need for achievement is a significant positive predictor of incremental and radical creativity. Need for affiliation is positively related only to incremental creativity. Knowledge sharing is positively predicted by all three types of psychological needs, whereas knowledge receiving is predicted only by the need for achievement and need for affiliation. The interaction effects of value importance of knowledge and psychological needs triggers individuals engagement in knowledge sharing and knowledge receiving. Finally, knowledge sharing and knowledge receiving are positive significant predictors of the two types of creativity.I. INTRODUCTION 1 II. THEORETICAL BACKGROUND AND HYPOTHESES 6 1. Incremental and Radical Creativity 7 2. Individual Psychological Needs and Incremental versus Radical Creativity 11 2.1. Need for Achievement and Incremental versus Radical Creativity 13 2.2. Need for Affiliation and Incremental versus Radical Creativity 15 2.3. Need for Power and Incremental versus Radical Creativity 16 3. Individual Psychological Needs and Knowledge Management Behavior 18 3.1. Need for Achievement and Knowledge Sharing and Knowledge Receiving 21 3.2. Need for Affiliation and Knowledge Sharing and Knowledge Receiving 22 3.3. Need for Power and Knowledge Sharing and Knowledge Receiving 24 4. Mediating Role of Knowledge Management Behavior 26 5. Value Importance of Knowledge as a Moderating Contingency 30 III. METHOD 33 1. Sample and Data Collection 33 2. Measures 34 IV. RESULTS 38 1. Descriptive Statistics 38 2. Hypothesis Testing 41 V. DISCUSSION 55 1. Contributions 55 2. Study Limitations and Future Research Directions 58 REFERENCES 60 ABSTRACT IN KOREAN 79Maste

Affective Organizational Commitment in Global Strategic Partnerships: The Role of Individual-Level Microfoundations and Social Change

The roles and commitment of employees within global strategic partnerships are imperative to their success. Whilst previous studies have addressed certain individual-level microfoundations and social change in an interpretivist manner, this study first proposes a theoretical framework consists of individual-level microfoundations, social change and affective organizational commitment—interlinked with social identity theory. We then validate the 16-item scale for individual-level microfoundations and the 24-item scale for social change based on data collected from global strategic partnerships. For testing of our conceptualization, path modeling finally confirms significant relationships between the constructs. Our findings further present the partial mediating role of social change between individual-level microfoundations and affective organizational commitment. Therefore, the study provides a new pathway in advancing our understanding of global strategic partnerships. It also validates two new constructs directly relevant to managing global strategic partnerships. We discuss theoretical and practical implications of these linkages and contributions, and conclude by providing suggestions for future research

On the Combinatory Nature of Knowledge Transfer Conditions: A Mixed Method Assessment

Organisations are increasingly creating inter-organisational ecosystem partnerships to innovate openly. Despite effective knowledge management significantly supporting ecosystem infrastructures, empirical insights into the importance of and interdependencies between conditions for successful knowledge exchange across ecosystem contexts remain unexplored within existing literature. This study implements a mixed-method approach to ascertain which conditions are responsible for knowledge transfer success across innovation ecosystems. Interpretive Structural Modelling was employed to analyse questionnaires with key ecosystem stakeholders, in order to impose a hierarchical structure upon the conditions. The configurational nature of these conditions, and their combinations into solutions for success was ascertained through analysing semi-structured interviews using fuzzy-set Qualitative Comparative Analysis. Results reveal multiple, mutually exclusive pathways to knowledge transfer success, grouped into three solution types, increasing understanding of the interrelated nature of the knowledge transfer conditions. Limitations and implications for future research are provided