An examination of the effects of self-regulatory focus on the perception of the media richness: the case of email

Communication is a key element in organizations’ business success. The media richness theory and the channel expansion theory are two of the most influential theories regarding the selection and use of communication media in organizations; however, literature has focused little on the effects of self-regulation by managers and employees in these theories. To analyze these topics, this study develops an empirical investigation by gathering data from 600 managers and employees using a questionnaire. The results suggest that the perception of media richness is positively affected when the individual shows a promotion focus or strategy.Peer ReviewedPostprint (author’s final draft

Defending Family Business Research: The Role of Authors as Defense Attorneys

Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Team Players and Collective Performance: How Agreeableness Affects Team Performance Over Time

Previous research on teams has found that agreeableness is one of the strongest personality predictors of team performance, yet one of the weakest personality predictors of individual-level job performance. In this study, we examined why teams with more agreeable members perform better. Data were collected across 4 months at 5 points in time from 107 project teams. We found that agreeableness affects performance through communication and cohesion and that communication precedes cohesion in time. Furthermore, we found that virtualness moderated the relationships between agreeableness and communication, as well as between agreeableness and team performance, such that teams only benefitted from high levels of agreeableness when interacting face-to-face.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Political association, managerial power heterogeneity, and corporate risk-taking in China

This article investigates the impact of political association and managerial power heterogeneity on corporate risk-taking using data of listed companies in China from 2006 to 2015. Politically associated companies demonstrate higher corporate risk-taking, and the impact of managerial power thereon depends on the source thereof. Structurally speaking, board of directors’ supervision, and shareholders’supervision power are positively associated with corporate risk-taking, but ownership, expert, and prestige power are negatively associated. Political association weakens the influence of structural and prestige power on corporate risk-taking and strengthens the impact of ownership and expert power thereon. The article adds to the literature on political association, managerial power, and corporate risk-taking

Corporate governance and financial constraints on strategic turnarounds

The paper extends the Robbins and Pearce (1992) two-stage turnaround response model to include governance factors. In addition to the retrenchment and recovery, the paper proposes the addition of a realignment stage, referring specifically to the re-alignment of expectations of principal and agent groups. The realignment stage imposes a threshold that must be crossed before the retrenchment and hence recovery stage can be entered. Crossing this threshold is problematic to the extent that the interests of governance-stakeholder groups diverge in a crisis situation. The severity of the crisis impacts on the bases of strategy contingent asset valuation leading to the fragmentation of stakeholder interests. In some cases the consequence may be that management are prevented from carrying out turnarounds by governance constraints. The paper uses a case study to illustrate these dynamics, and like the Robbins and Pearce study, it focuses on the textile industry. A longitudinal approach is used to show the impact of the removal of governance constraints. The empirical evidence suggests that such financial constraints become less serious to the extent that there is a functioning market for corporate control. Building on governance research and turnaround literature, the paper also outlines the general case necessary and sufficient conditions for successful turnarounds

Identifying Formal and Informal Influence in Technology Adoption with Network Externalities

Firms introducing network technologies (whose benefits depend on who installs the technology) need to understand which user characteristics confer the greatest network benefits on other potential adopters. To examine which adopter characteristics matter, I use the introduction of a video-messaging technology in an investment bank. I use data on its 2,118 employees, their adoption decisions and their 2.4 million subsequent calls. The video-messaging technology can also be used to watch TV. Exogenous shocks to the benefits of watching TV are used to identify the causal (network) externality of one individual user's adoption on others' adoption decisions. I allow this network externality to vary in size with a variety of measures of informal and formal influence. I find that adoption by either managers or workers in "boundary spanner" positions has a large impact on the adoption decisions of employees who wish to communicate with them. Adoption by ordinary workers has a negligible impact. This suggests that firms should target those who derive their informal influence from occupying key boundary-spanning positions in communication networks, in addition to those with sources of formal influence, when launching a new network technology

Determining how internal and external process connectivity affect supply chain agility: a life-cycle theory perspective

This paper examines how organizations connect internal and external processes to enable an agile response to continuous change. Drawing on life cycle theory, a hypothetical model is developed regarding the independent and combinative effects of internal and external process connectivity on supply chain agility and the moderating effect of product and supply complexity. The model is tested using hierarchical regression analysis based on survey data from 143 managers at German manufacturing firms. Our findings suggest that internal and external process connectivity have a positive effect on supply chain agility independently and collectively, with complexity having a moderating effect in particular instances. The findings build on prior research regarding the process-related enablers of supply chain agility; research that has yet to clearly differentiate between internal and external processes or uses the terms interchangeably. The theoretical contribution of the paper rests on its extension of life cycle theory to the supply chain

THE ROLE OF INTERDEPENDENCE IN THE MICRO-FOUNDATIONS OF ORGANIZATION DESIGN: TASK, GOAL, AND KNOWLEDGE INTERDEPENDENCE

Interdependence is a core concept in organization design, yet one that has remained consistently understudied. Current notions of interdependence remain rooted in seminal works, produced at a time when managers’ near-perfect understanding of the task at hand drove the organization design process. In this context, task interdependence was rightly assumed to be exogenously determined by characteristics of the work and the technology. We no longer live in that world, yet our view of interdependence has remained exceedingly task-centric and our treatment of interdependence overly deterministic. As organizations face increasingly unpredictable workstreams and workers co-design the organization alongside managers, our field requires a more comprehensive toolbox that incorporates aspects of agent-based interdependence. In this paper, we synthesize research in organization design, organizational behavior, and other related literatures to examine three types of interdependence that characterize organizations’ workflows: task, goal, and knowledge interdependence. We offer clear definitions for each construct, analyze how each arises endogenously in the design process, explore their interrelations, and pose questions to guide future research

Exploring the role of HR practitioners in pursuit of organizational effectiveness in higher education institutions

This paper focuses on how HR professionals view their role in contributing to organizational effectiveness in the HE sector. Drawing on interview data, we trace how rival definitions of organizational effectiveness relate to two emergent conceptions of rationality. Firstly we identify instrumental forms of rationality based on assessments of how well (or efficiently) organisations achieve pre-ordained objectives. Secondly, we identify stakeholder satisfaction models of organisational effectiveness, which concern the extent to which competing needs of stakeholders are satisfied and, thus, presuppose a more dialogic view of rationality. The context for our discussion is the UK Higher Education sector and, drawing on our research, we argue that universities can be seen as moving from a stakeholder satisfaction model to an instrumentally rational model of organisational effectiveness. Our findings suggest that HR professionals do support attempts to re-orientate their institutions towards a top-down form of organisation, which would privilege high level objectives and efficiency (thus following the prescriptions of the New Public Management movement). This implies a move away from a more traditional view of universities as discursive and participatory organisations, where effectiveness is regarded as meeting the varied needs of stakeholders, such as academics, students and the wider society, in a balanced way. However, whilst the HRM professionals largely favour such a shift, they acknowledge limitations to the extent that is practical or even entirely desirable