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.
This study explores the selection, use, and reporting of control variables in studies published in the leading international business (IB) research journals. We review a sample of 246 empirical ...studies published in the top five IB journals over the period 2012–2015 with particular emphasis on selection, use, and reporting of controls. Approximately 83% of studies included only half of what we consider Minimum Standard of Practice with regards to controls, whereas only 38% of the studies met the 75% threshold. We provide recommendations on how to effectively identify, use and report controls in IB studies.
•Three fundamental IT affordances in an organization, namely collaborative affordance, organizational memory affordance, and process management affordance are considered.•These affordances ...harmonically coalign to produce the overall harmonic IT affordance (HITA) of the organization.•HITA is actualized by organizational courage to produce two forms of innovation: exploratory and exploitative.•The effect of actualized HITA is higher on exploratory innovation than exploitative innovation.•Exploitative innovation leads to exploratory innovation.•Two studies, one in US and the other in China lend support for our theory.
Researchers and practitioners have long believed that information technology (IT) is a key tool for fostering innovation. However, there is a certain inconsistency in the literature, which makes it challenging for researchers to figure out exactly how and why IT plays such a pivotal, strategic organizational role. The motivation for this research is the multiple contradictory results reported by studies investigating the influence of information technology (IT) on organizational innovation. This study utilizes a fit-based perspective in an attempt to disentangle these contradictions. Using Venkatraman’s (1989) seminal paper on fit, we conceive of two critical fit-based concepts: harmonious IT affordance in an organization (HITA) and a subsequent fit between HITA and organizational courage. HITA reflects a covariance fit (coalignment) between the three major IT affordances in an organization—collaborative affordance, organizational memory affordance, and process management affordance. Organizational courage reflects the boldness (risk-taking ability) of the organization. Finally, HITA and organizational courage represent a matching fit (reflected as actualized HITA) that influences two kinds of innovation: exploratory and exploitative. Two studies, conducted in the US and Chinese contexts, provide support for this theory. The main contribution of the paper is in showing that IT can lead to innovation if (a) organizational IT affordances harmoniously coalign (as HITA); (b) and, organizational courage acts as a powerful contingency that actualizes HITA, and this actualized HITA influences innovation.
The purpose of this research is to know influence of organizational culture, compensation, interpersonal communication on employee’s performance, through work motivations. Sample in this research ...totaled 92 employee’s. Sampling techniques using census method with saturated sampling technique, so the whole population is used as a sample.Variable this research consisting organizational culture, compensation, interpersonal communication, work motivation, employee’s performance. Data collection methods used were questionnaires. Analysis of the data used is multiple linear regression analysis and path analysis using SPSS 24. The results showed direct influence on employee’s performance indicates organizational culture, compensation are supported, but for interpersonal communication is not supported. The results of research indirect effect on employee’s performance through work motivation showed organizational culture, compensation are not supported, but interpersonal communication supported. This research is expected to be beneficial for Badan Pengelola Malibu to improve employee performance.
Corruption in international business Cuervo-Cazurra, Alvaro
Journal of world business : JWB,
January 2016, 2016-01-00, 20160101, Volume:
51, Issue:
1
Journal Article
Peer reviewed
I analyze corruption in international business, presenting a critical assessment of the topic and providing suggestions for future research. I argue that corruption creates a laboratory for expanding ...international business studies because its illegal nature, the differences in perception about illegality, and the variation in the enforcement of laws against bribery across countries challenge some of the assumptions upon which arguments have been built, i.e., that managers can choose appropriate actions without major legal implications. Hence, I first provide suggestion for how to analyze the topic of corruption in future studies by analyzing the types, measures, causes, consequences, and controls of corruption. I then provide suggestions for how to extend leading theories of the firm by using corruption as a laboratory that challenges some of the assumptions of these theories: extending agency theory by analyzing the existence of unethical agency relationships; extending transaction cost economics by analyzing illegal transaction costs minimization; extending the resource-based view by studying corporate social irresponsibility capability; extending resource dependency by analyzing the ethical power escape; and extending neo-institutional theory by studying illegal legitimacy.
Does culture matter for the EFQM model application? Giménez Espín, Juan Antonio; Costa, Micaela Martínez; Jiménez, Daniel Jiménez
Total quality management & business excellence,
02/2023, Volume:
34, Issue:
3-4
Journal Article
Peer reviewed
The main objective of this paper is to analyse which kind of organisational culture is most suitable for the successful application of the EFQM model in the manufacturing sector. Partial Least ...Squares (PLS) was employed with data from a sample of 200 Spanish companies. Two managers in each organisation provided the data for analysis. The results of the empirical analysis identify the relationships between some of the variables, and contribute to the understanding of how the organisational culture can be a key factor in the company's success by facilitating the utilisation of the EFQM enabling criteria. This research highlights the importance of an orientation towards a culture of control and stability that can support the use of the principles and results suggested by the EFQM model. The research fills the gap in the literature regarding the relationship between organisational culture and EFQM model application. The findings suggest the possibility that TQM and the EFQM model could require different organisational cultures for success.
When senior managers make the critical decision of whether to assign resources to a strategic initiative, they have less precise initiative-specific information than project managers who execute such ...initiatives. Senior management chooses between a decision process that dictates the resource level (top-down) and one that delegates the resource decision and gives up control in favor of more precise information (bottom-up). We investigate this choice and vary the amount of information asymmetry between stakeholders, the "penalty for failure" imposed upon project managers, and how challenging the initiative is for the firm. We find that no single decision process is the "best." Bottom-up processes are beneficial for more challenging initiatives. Increased organizational penalties may prompt the firm to choose a narrower scope and deter the approval of profitable initiatives. Such penalties, however, enable an effective decision process known as "strategic buckets" that holds the potential to achieve first-best resource allocation levels.
This paper was accepted by Kamalini Ramdas, entrepreneurship and innovation.
Innovation has become the backbone of organisations in today's increasingly changing environment. Research shows that many organisations fail to innovate due to a lack of a supportive culture. ...Particularly in the mining industry, with a dominant risk-averse mindset along with other barriers, such as capital intensiveness, frequent market fluctuations, and siloed and bureaucratic structures, developing an innovation culture is necessary for the future survival of the industry. However, the existing literature is still inconclusive regarding which cultural values promote innovation and is especially lacking in context-specific studies. Understanding of behaviours that should be promoted to support an innovation culture is still limited. Using a systematic literature review and 18 interviews with experts in the mining industry, this study unpacks the dimensions and behaviours that support innovation values in the context of the Australian mining industry. Findings from this study reveal 33 underlying cultural dimensions and specific organisational behaviours promoting an innovation culture. This study shed further light on how mining companies can support and promote an innovation culture.
•Mining is facing organisational and sector related barriers affecting development and implementation of innovative solutions.•12 organisational culture values supportive of innovation have been identified from the literature and catalogued.•33 cultural dimensions promoting an innovation culture in mining were identified.•Risk tolerance, creativity and trust are the most critical values supporting innovation in the Australian mining organisations.
This paper will discuss a series of incremental reorganizations, prompted by a variety of simultaneous challenges, which presented opportunities to reconfigure staffing to update or add services and ...meet new needs. This paper will also discuss how best to approach staffing re-organizations for increased chances of success.
Public sector managers take much of the responsibility for selecting, commissioning, implementing and realising benefits from information technology (IT) projects. However, e‐Government initiatives ...often suffer from complexity, vision failure, lack of goal clarity and insufficient commitment. These problems may stem from value traditions that are deeply ingrained in managers' cultural environments but not always in harmony with each other. A first step towards working with value complexity is to understand it; we synthesise a model of value positions for e‐Government derived from major traditions in the public administration literature. Four value positions relevant to e‐Government together with their IT assumptions are identified; they reflect the ideals of professionalism, efficiency, service and engagement. A qualitative investigation of Danish local authority managers displays both value congruence and value divergence. The interpretive study results in a theoretical model that combines value positions and relationships, and the model's implications for researchers and practitioners in focusing successful e‐Government initiatives are outlined.
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