PurposeThis study examines the influence of organisational culture on organisational resilience from an organisational life cycle (OLC) perspective.Design/methodology/approachAn online survey ...questionnaire was used to collect data from 410 middle-level managers in Australian business organisations using Qualtrics, a well-known international data collection organisation.FindingsThe findings reveal that the respect for people/teamwork cultural dimension is positively associated with organisational resilience across all OLC stages (i.e. birth, growth, maturity and revival stages). In addition, the outcome-oriented (innovation) culture dimension enhance organisational resilience in the growth and revival (maturity) stages.Originality/valueThe findings contribute to the limited literature by providing empirical evidence on how specific organisational cultural dimensions can enhance organisational resilience across different development stages of organisations (i.e. the birth, growth, maturity and revival stages).
Drawing upon organizational culture and institutional theory, this study investigates how institutional pressures motivate the firm to adopt Internet-enabled Supply Chain Management systems (eSCM) ...and how such effects are moderated by organizational culture. The results of a survey of 131 firms suggest that the dimensions of institutional pressures (i.e., normative, mimetic, and coercive pressures) have differential effects on eSCM adoption intention. While mimetic pressures are not related to eSCM adoption intention, normative and coercive pressures are positively associated with eSCM adoption intention. In addition, organizational culture (i.e., flexibility orientation and control orientation) plays different roles in the relationships between these three dimensions of institutional pressures and eSCM adoption intention. While flexibility orientation negatively moderates the effects of coercive pressures and positively moderates the effects of mimetic pressures, control orientation positively moderates the effects of coercive and normative pressures and negatively moderates the effects of mimetic pressures. Implications and suggestions for future research are provided.
Exploring the motivation of corporate ESG (Environment, Social Responsibility, and Corporate Governance) engagement is vital for shareholders protection and corporate sustainable growth. Using a ...sample of Chinese public listed firms from 2010 to 2020, we study this issue from the manager's misconduct behavior perspective. We find that the quality of ESG engagement significantly inhibits manager misconduct. This relationship is mediated through analyst coverage, and is more pronounced in firms with lower information transparency, firms with lower institutional shareholdings, and firms that voluntarily disclosed ESG information. Our results still hold after a series of robustness checks and addressing potential endogeneity issues, including using the intensity of Confucian culture as an instrumental variable.
•The quality of ESG engagement significantly inhibits manager misconduct.•This relationship is mediated through analyst coverage,•This effect is more pronounced in firms with lower information transparency or lower institutional shareholdings.•Firms that voluntarily disclosed ESG information has a stronger effect in reducing manager misconduct.
Greenwashing is a phenomenon that is linked to scandals that often occur at the supply-chain level. Nevertheless, research on this subject remains in its infancy; much more is needed to advance our ...understanding of stakeholders’ reactions to greenwashing. We propose here a new typology of greenwashing, based on the
locus
of discrepancy, i.e. the point along the supply-chain where the discrepancy between ‘responsible words’ and ‘irresponsible walks’ occurs. With three experiments, we tested how the different forms of greenwashing affect stakeholders’ reactions, from both ethical (blame attributions) and business (intention to invest) perspectives. We developed our hypotheses by building on attribution theory, which seeks to account for how observers construct perceptions about events. We had anticipated that the more internal, controllable and intentional the discrepancy is, the greater the blame attributed to a company is, and the lower the intention to invest will be. When greenwashing occurs at a company level (
direct greenwashing
), this results in a higher level of blame attribution, while the intention to invest falls.
Indirect greenwashing
refers to a misbehaviour perpetrated by a supplier who claims to be sustainable, and which results in a less negative impact on a supplied company. We also propose the
vicarious greenwashing
, which occurs when the behaviour of a supplier is in breach of a company’s claims of sustainability. This type of greenwashing is nevertheless detrimental to investment. The findings here advance our understanding of how greenwashing shapes stakeholders’ reactions, and highlight the need for the careful management of the supply-chain.
•Timely review of Collingridge’s work and its relevance to RRI.•Fundamentals of Collingridge’s thinking have been neglected.•Emphasises importance of timing and quality of accountability to RRI.
The ...paper critically reviews the work of David Collingridge in the light of contemporary concerns about responsibility and accountability in innovation, public engagement with science and technology, and the role of scientific expertise in technology policy. Given continued interest in his thoughts on the ‘social control of technology’, and the ‘dilemma of control’, this attention is both timely and overdue. The paper illuminates a mismatch between the prevalence of citations to Collingridge’s work on the dilemma of control in the literature on responsible innovation, and the depth of engagement with his arguments. By considering neglected aspects of Collingridge’s substantive, methodological and philosophical analysis, important implications can be drawn for theory and practice relating to the governance of innovation and co-evolution between technology and society. The paper helps to improve understandings of wider political contexts for responsible innovation, especially in relation to anticipatory, participatory and institutional aspects of governance.
PurposeThe study aims to understand how big data analytics capabilities of tech startups help them gain competitive advantage and improve their firm performance. The study is performed for two ...countries: India and China. A comparative analysis is also discussed in the study.Design/methodology/approachThe study collected responses from tech startups from both India and China. A total of 502 responses were collected with 269 from India and 233 from China. The results were analyzed using Warp PLS 6.0 after testing for common method bias, endogeneity and reliability of data. The study tested five primary hypotheses and also tested the effect of two control variables: country of origin of startup and age of the startup.FindingsWe found that big data analytics capabilities have a positive and significant impact on the firm performance and competitive advantage of tech startups. While organizational culture proved to have a positive impact as a moderator, innovation was found to have non-significant effect. The results also found to have non-significant effect of age of the firm while its country of origin does play an important role in defining its success.Originality/valueThe study offer key insights for the tech startups operating in two countries which are geographically neighbors but differ in the tech expertise from each other. Moreover, the study offers key insights on how does the origin of the country contributes significantly to explaining the success and competitiveness of the firm.
A key issue in the business ethics field is the design of effective measures for assessing the ethical culture of organizations. The Corporate Ethical Virtues Model (CEV), developed by Kaptein in ...2008, is an instrument for measuring ethical culture, and has been applied, adapted and validated in different contexts. In 2013, DeBode, Armenakis, Field and Walker developed the CEV–S, a shortened version of the original scale. Both the CEV and CEV–S assess eight dimensions based on corporate ethical virtues:
clarity
,
congruency of supervisors
,
congruency of senior management
,
feasibility
,
supportability
,
transparency
,
discussability
and
sanctionability
. The objective of this study is to present a Spanish version of the CEV–S and its validation process. The scale was applied to two samples of 114 and 193 Colombian employees from two companies operating in the services sector. The confirmatory factor analyses revealed a good fit for the eight-factor structure of the Spanish CEV–S and the statistical tests applied showed good levels of reliability and validity for this scale. The adequate psychometric properties shown by the Spanish CEV–S may support its use in future research to measure organizational ethical culture in Spanish-speaking settings.
This study explores how organizations experience and respond to identity challenges that arise due to conflicting interpretations of their past. Drawing on a case study of a fintech venture, we offer ...a process model that illuminates the unfolding of "temporal identity complexity," a sensemaking process that involves different members developing conflicting understandings of how the past undermines the organizational identity. Our model also reveals how leaders can restore members' beliefs in the organizational identity through "temporal synergizing," a sensegiving process that recombines conflicting interpretations of the past to support desired identity claims in the present and future. In contrast with prior research that has emphasized the need to construe a sense of identity continuity over time, we show how organizations can instead capitalize on perceived discontinuity in their past to reaffirm their identity. We discuss this and other contributions to research on organizational identity, focusing on its threads on sensemaking and rhetorical history. This includes exploring the important role that temporality and emotions play in organizational identity reconstruction.
Research on entrepreneurial ecosystems (EEs) has tended to focus on the role that characteristics internal to the EE play in determining EE-level outcomes. Notwithstanding the insights that ...academics, policy-makers, and entrepreneurs have gleaned from these studies, prior research has yet to explain whether, how, and why these outcomes might also be impacted by an EE's position within the larger network of EEs. Given broad acceptance for the important role that networks play in facilitating entrepreneurship at the firm level, we contend that adopting a network-based view of EEs may also help predict and explain aggregate entrepreneurial outcomes at the EE level. Specifically, we adopt a double embeddedness lens to examine the impact of both inter-EE (i.e., structural embeddedness) and intra-EE (i.e., cultural embeddedness) factors on EE-level new venture creation. Using a longitudinal sample of regional data in the United States from 1994 to 2016, we develop and test hypotheses where the relationship between structural embeddedness and new venture creation follows an inverted "U" shape that is itself moderated by cultural embeddedness. We conclude by discussing how these findings inform theory and practice in this area.
Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for ...future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.
PDF
