Born digitals Monaghan, Sinéad; Tippmann, Esther; Coviello, Nicole
Journal of international business studies,
02/2020, Volume:
51, Issue:
1
Journal Article
Peer reviewed
Johanson and Vahlne (J Int Bus Stud 40(9):1411–1431, 2009) articulate various theoretical mechanisms underpinning the internationalization process; mechanisms they suggest are pertinent across firm ...type. Their argument builds on their earlier publications and, in this spirit, we consider Johanson and Vahlne (2009) in the contemporary context of digital firms. In particular, we revisit their theorizing as it relates to firms that had only begun to emerge when Johanson and Vahlne published their award-winning paper: born digitals. We address how technological affordances, especially direct engagement with stakeholders, automation, network effects, flexibility and scalability, affect the internationalization of born digitals. We also develop a future agenda for international business research on born digital firms.
Our research integrates theoretical perspectives related to distributed leadership in geographically dispersed teams with empowering leadership theory to build a multilevel model of virtual ...collaboration and performance in dispersed teams. We test the model with procurement teams in a major multinational corporation. Our results show a significant cross‐level effect of empowering team leadership, such that under conditions of high empowering team leadership, a team member's virtual teamwork situational judgment (VT‐SJ) is positively and significantly associated with his or her virtual collaboration behaviors and also indirectly with his or her individual performance in the team. At the team level, our findings also suggest that the impact of empowering leadership on team members’ aggregate virtual collaboration, and indirectly on team performance, increases at higher levels of team dispersion. These findings shed important light on the role of team leadership in fostering effective collaboration and performance of geographically dispersed virtual teams.
PurposeThe present study aims to empirically investigate whether supply chain agility and lean management practices are antecedents of supply chain social ...sustainability.Design/methodology/approachData were collected from 311 supply chain practitioners from the Indian manufacturing sector. Confirmatory factor analysis was employed to test the validity and reliability of the measures used, and a structural model was analyzed to test the hypotheses of the current study.FindingsThe results indicate that agility and lean practices are significant antecedents of social sustainability orientation as well as social sustainability performance. The results also suggest that agility has a significant indirect effect on operational performance via social sustainability orientation, basic social sustainability practices as well as agility is indirectly affecting social sustainability performance via social sustainability orientation and basic social sustainability practices.Practical implicationsThe results of the present study have implications for managers that want to make their supply chain more socially sustainable.Originality/valueThe study is unique in the sense that it empirically links agility and lean practices with social sustainability orientation, social substantiality performance and operational performance in supply chains.
The popularity of remote work continues to rise, but uncertainty remains about how it influences employee well-being. We extend the Demand-Control-Person (DCP) model to test both person and job ...factors as important considerations in remote work, suggesting that emotional stability influences the utility of autonomy as a job resource in protecting employees from strain. Additionally, we test self-determination theory (SDT), positioning need satisfaction for autonomy, relatedness, and competence as mechanisms explaining the relationship between remote work and strain. In two field studies, high-emotional stability employees reporting high levels of autonomy experienced the lowest levels of strain, with negative relationships between extent of remote work and strain. In contrast, low-emotional stability employees who also have high autonomy appear more susceptible to strain, and this may increase when they work remotely more often. Our multilevel structural equation modelling revealed that high-emotional stability employees with high autonomy appear best positioned to meet their needs for autonomy and relatedness, even when remote work is more frequent; these in turn reduced the likelihood of strain. Thus, our results support the DCP and SDT models, revealing theoretical and practical implications for designing and managing remote work arrangements.
In the next-generation radio access network (NG-RAN) defined by 3GPP for the fifth-generation mobile communications, the next-generation NodeB is split into a radio unit (RU), a distributed unit ...(DU), and a central unit (CU). The RU, DU, and CU are connected through the fronthaul (RU-DU) and midhaul (DU-CU) segments. If the RAN is also a virtualized RAN (VRAN), DU and CU are deployed in virtual machines or containers. Different latency and jitter requirements are demanded on the midhaul according to the distribution of the protocol functions between the DU and CU. This letter shows that in VRAN, the virtualization technologies, the functional split option, and the number of elements deployed in the same computational resource affect the latency budget available for the midhaul. Moreover, it provides an expression for the midhaul allowable latency as a function of the aforementioned parameters. Finally, it shows that the virtualized DUs featuring a lower layer split option shall be deployed not in the same computational resources, where other vDUs are deployed.
Drawing from both trust‐building theory and interpersonal trust literature, we investigate how trust between a leader and follower may be leveraged to influence organizational trust. We also explore ...the mediating mechanisms of this link and test a potential moderator. A cross‐sectional, multifoci design was adopted and participants were 201 employees within a public sector organization. Leader trustworthy behavior was found to predict organizational trust, mediated by trustworthiness perceptions and trust in the leader. Support for the boundary condition was found; namely, when leaders were more senior, the relationship between trustworthy behavior and organizational trust was stronger. The findings suggest that leaders can meaningfully influence organizational trust perceptions through the enactment of trustworthy behavior, although the strength of this effect varied as a function of their position.
Previous research has found negative effects of “market” as a global concept on trust. The current research differentiated the effects of two market attributes on trust. Study 1 found a negative ...effect of market priming on interpersonal trust. Study 2 manipulated the representations of the two market attributes by rendering either impetus or rule attribute relatively salient. The results showed that compared with highlighting impetus, highlighting rule improved interpersonal trust and facilitated trust recovery. In Study 3, we analyzed macroeconomic indicators and applied cross‐temporal meta‐analysis to reveal the negative relationship between reduced interpersonal trust and damaged market rule as reflected by the marketization index. The present research explains why Chinese marketization has negatively impacted interpersonal trust: Market rules that protect interpersonal trust have been weakened during the process of marketization, whereas the impetus attribute of market, which is harmful to interpersonal trust, has become more salient. These findings highlight the importance of establishing comprehensive market rules.
The article sets out the conceptual foundations, development trends, creation and activities of innovative technology centers (ITC). The main attention is paid to solving the ITC problem, solving the ...problems of Research and Development (R&D) technological support, scientific and technological production preparation, projects substantiation for technical production re-equipment, focused on the further development and accelerated technology and scientific and technological progress renewal.
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