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Sustainability and organizational behavior: a micro-foundational perspective
Organizational behavior is a well-established academic field comprising a comprehensive and wide range of extant literature. In contrast, sustainability and micro-foundational literature constitute significant but nevertheless more relatively recent emergent bodies of work with each having developed particular predilections in the manner in which they are cast and discussed. There is scope, therefore, to bring to bear a range of organizational behavioral insights in conjunction with these areas thereby creating a fusion which surfaces the drivers and antecedents that operate and play out in the dynamic between these domains.
The mechanism employed to do this is through the development of a special issue of papers, drawing on a range of methodological approaches and sectorial perspectives. This is important and has the aim of generating fresh insights and challenging conventional ways of viewing the behavioral dimensions of sustainability and especially through a micro-foundational lens.
The analyses in the special issue underlines and demonstrates the value of engaging a range of national contexts, sectorial settings and historical and contemporaneous perspectives which shed novel light on the confluences of sustainability, organizational behavior and micro-foundations. The Special Issue also suggests future directions that subsequent research may take in these arenas
Guest editorial: Mindfulness and relational systems in organizations: enabling content, context and process
©2024 Emerald Publishing Limited. This manuscript version is made available under the Creative Commons AttributionâNonCommercial 4.0 International (CC BYâNC 4.0) license, https://creativecommons.org/licenses/by-nc/4.0/fi=vertaisarvioitu|en=peerReviewed
Perceived corruption, business process digitization, and SMEsâ degree of internationalization in sub-Saharan Africa
This paper contributes to international business literature by investigating the relationship between perceived corruption and the degree of internationalization (DoI) through business process digitization (BPD). Moreover, the paper examines the moderating effect of firm age on the correlation between perceived corruption and BPD. Using data collected from two sub-Saharan African countriesâGhana and Nigeria, the findings show that perceived corruption is positively correlated to BPD and this correlation is stronger among younger firms. Besides, the findings reveal that BPD is positively correlated to DoI. Moreover, the results of our analysis also indicate that BPD mediates the correlation between perceived corruption and DoI. The limitations of the study and the implications of its findings for researchers and practitioners are discussed.</p
Social Innovation and the Financial Risk of EMNCs - The Contingent Role of Institutional Legitimacy
This paper examines the influence of social innovation on financial risk of emerging economy multinational corporations (EMNCs). Traditionally, research has focussed on Western MNCsâ and their financial performance implications. However, the growing involvement of EMNCs in social innovationâalbeit in environments characterized by institutional voidsâand its effects on financial risk necessitate an in-depth examination. Drawing on stakeholder theory, we explored how EMNCs balance their social innovation initiatives with financial risks. To this end, we first examine how social innovation reduces the financial risk of EMNCs. Second, we examine the association between excessive social innovation and EMNCsâ financial risk. In addition, borrowing insights from institutional theory, we assess the role played by institutional legitimacy in this process, acknowledging institutional legitimacyâs potential to mitigate the financial risks associated with social innovation in emerging economies. We test our hypotheses based on data drawn from 90 EMNCs in 14 emerging economies, applying a panel regression model with robust standard errors and a rigorous robustness propensity score matching test. Our findings show that social innovation reduces EMNC financial risk, and challenge the assertions made regarding the potential negative implications of excessive social innovation on financial risk. Our results also demonstrate the intricate moderating effects of institutional legitimacy in balancing social innovation, excessive social innovation, and EMNC financial risk. Finally, we proffer critical implications for managers and policymakers in emerging economies
Social Innovation and the Financial Risk of EMNCs - The Contingent Role of Institutional Legitimacy
This paper examines the influence of social innovation on financial risk of emerging economy multinational corporations (EMNCs). Traditionally, research has focussed on Western MNCsâ and their financial performance implications. However, the growing involvement of EMNCs in social innovationâalbeit in environments characterized by institutional voidsâand its effects on financial risk necessitate an in-depth examination. Drawing on stakeholder theory, we explored how EMNCs balance their social innovation initiatives with financial risks. To this end, we first examine how social innovation reduces the financial risk of EMNCs. Second, we examine the association between excessive social innovation and EMNCsâ financial risk. In addition, borrowing insights from institutional theory, we assess the role played by institutional legitimacy in this process, acknowledging institutional legitimacyâs potential to mitigate the financial risks associated with social innovation in emerging economies. We test our hypotheses based on data drawn from 90 EMNCs in 14 emerging economies, applying a panel regression model with robust standard errors and a rigorous robustness propensity score matching test. Our findings show that social innovation reduces EMNC financial risk, and challenge the assertions made regarding the potential negative implications of excessive social innovation on financial risk. Our results also demonstrate the intricate moderating effects of institutional legitimacy in balancing social innovation, excessive social innovation, and EMNC financial risk. Finally, we proffer critical implications for managers and policymakers in emerging economies
Revisiting the Accelerated Internationalization of Emerging Market SMEs : The Roles of Firmsâ Collaborations and Environmental Management Practices
Peer reviewedPublisher PD
Climate change, consumer lifestyles and legitimation strategies of sustainability-oriented firms
This study explores the links between climate change, consumer lifestyles, and legitimation strategies of sustainable firms. Our findings offer new insight into this under-researched area based on qualitative case studies of four Nordic firms operating in industrial and consumer contexts. We find that climate change consciousness is a major driver for all case firmsâ sustainability-focused operations, but the dynamics differed. Achieving sociopolitical legitimacy emerges as an important factor for the case firms operating in the energy sector, especially as it connects to government incentives and regulative pressures. However, cognitive legitimacy is increasingly important for them also, and the firms are trying to connect to their consumersâ lifestyles as well. In turn, for the case firms operating in the consumer (clothing) industry, functionality and the use of products are highlighted even though cognitive legitimacy based on linking to their consumersâ lifestyle is visible. Finally, the findings reveal that despite the sustainable lifestyles are increasingly important and better recognized in firm strategies and practices, other practicalities of running the business successfully in a highly competitive marketplace are relevant. Building legitimacy in such a way that captures and justifies different approaches, therefore, emerges as the connecting factor between the changing consumer behavior and pro-environmental firm practices.publishedVersio
Vertical alliances and innovation : A systematic review of the literature and a future research agenda
For this paper, we conducted a systematic review of 116 articles on vertical alliances and innovation published in 35 leading journals between 2000 and 2021, and provide an integrative and in-depth evaluation of the current state of the vertical alliances and innovation literature. Through such review, this article makes three key contributions to the extant literature. First, it provides an integrative overview of vertical alliances and innovation. Second, it maps the depth and scope of the study of vertical alliances and innovation by highlighting the research methods, geographical coverage, industries, and theoretical perspectives deployed by the extant scholarship. Third, it develops a multi-level framework of the vertical alliances and innovation relationship, and discusses the findings based on research linkages between antecedents, mediators, outcomes, and moderators. This framework led us to identify key research gaps and to highlight additional theoretical approaches that may shed light on this important topic, given the growing importance of technological advancement and networks for innovation.© 2022 Published by Elsevier Ltd. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).fi=vertaisarvioitu|en=peerReviewed
The Performative University: âTargets and Terrorâ in Academia (Stream18),
The performative university: âtargets and terrorâ in academia
Stream proposal, 10th International Critical Management Studies Conference, Liverpool, 3-5 July 2017
The year 1917 saw the advent of the Russian Revolution, which gradually gave way to the Soviet economic system that has been characterized as governed by âtargets and terrorâ and which was notorious for its almost epidemic âgamingâ (Bevan & Hood, 2006; Nove, 1958). The same decades that saw the gradual demise of the Soviet system also witnessed the advent of the neo-liberal policy doctrines of âReinventing governmentâ and âNew Public Management,â according to which public sector organizations (including universities) should become more âbusiness-like,â intent on managing performance and building accountability on the basis of quantitative, mostly financial targets (Clegg, 2015; Diefenbach, 2009). It was a historical coincidence in relation to which Bevin & Hood (2006, p. 519) observed: âironically perhaps, just as the targets system was collapsing in the USSR, the same basic approach came to be much advocated for public services in the West by those who believed in âresults-driven governmentâ from the 1980s.... It resonated with the ideas put forward by economists about the power of well-chosen numĂ©raires linked with well-crafted incentive systems.â
Exactly a century after the Russsian Revolution, due to these developments it appears that within universities not only the âtargets and terrorâ have persisted from these old and troubled times, but other totalitarian characteristics as well (Geppert & Hollinshead, 2017; Lave et al., 2010). The âterrorâ has become manifest in the demise of older, more collegial forms of university administration and their large-scale replacement by authoritarian, top-down management by âprofessionalâ managers who have no connection or affinity with academic teaching and research (Chandler et al., 2002; Parker, 2014). It has led to a division among university staff between âregime sweethearts,â âsilent collaborators,â âpragmatist survivorsâ and a small âactive resistance,â and also to a concomitant closed, anxious and defensive working climate, typical of most totalitarian systems (Alvesson & Spicer, 2016, Butler & Spoelstra, 2014; Teelken, 2012). The âtargetsâ have become manifest in the demise of older, more qualitative forms of collegial feedback and intervision and their large-scale replacement by quantitative performance measurement and management systems that reduce academic teaching and research to âscoresâ in student surveys and abstract publication âpointsâ in journal ranking systems, respectively (Burrows, 2012; Craig et al., 2014; Mingers & Willmott, 2013). It has led to forms of performance evaluation and accountability that have become more judgmental and punitive and less developmental and supportive, thus further increasing employee anxiety and defensiveness (Kallio et al., 2016; Ter Bogt & Scapens, 2012; Visser, 2016). And, even old forms of propaganda have returned, flooding university campuses and websites with posters, banners and proclamations extolling the virtues and accomplishments of the âcorporate universityâ (Geppert & Hollinshead, 2017; Parker, 2014).
In addition, government cutbacks and a neo-liberal penchant for competition and semi-markets have increasingly forced universities to compete with each other for external funds (Wigger & Buch-Hansen, 2013). This has not only led to an increasing commercialization of university teaching and research, catering to businessâ interest in âcommodifiedâ students and research (Wilmott, 1995), but also a increasing precariousness of university work, in which low-paid, high-stress temporary staff appointments gradually replace existing tenured staff positions and in which academic identities become insecure and fragile (Knights & Clarke, 2014; Lynch & Ivancheva, 2015).
Admittedly, not all universities in all parts of the world are equally affected by these developments. The situations appears most alarming in many UK business schools, followed by business schools and faculties in the rest of the Anglo-Saxon world, while many schools and faculties on the Continent appear less affected (Craig et al., 2014; Geppert & Hollinshead, 2017; Parker, 2014; Teelken, 2012)
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