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This article examines the clash between stakeholder- and shareholder-based business systems resulting from an increase in foreign portfolio investment in the Japanese economy during the 1990s. An analysis of 1,108 firms between 1991 and 2000 shows that as foreign institutional investors, who were more interested in investment returns than in long-term relationships, replaced domestic shareholders, one fundamental pillar of Japan's stakeholder capitalism began to crack. Japanese firms began to adopt downsizing and asset divestiture, practices more characteristic of Anglo-American shareholder economies. The influence of foreigners, however, was weaker in firms more deeply embedded in the local system through close ties to domestic financial institutions and corporate groups. Thus, foreign investors were influential primarily in firms less embedded in the existing stakeholder system. This research contributes to debates on globalization and convergence of business systems, institutional change, and corporate governance systems.
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This study examines a comprehensive model comprising of various relationships between transformational and transactional leadership, knowledge management (KM) process, and organizational performance. Data are collected from human resource managers and general managers working in 119 service firms. Exploratory factor analysis and hierarchical regression analysis are used to analyze the proposed hypotheses. The results indicate that transformational leadership has strong and positive effects on KM process and organizational performance after controlling for the effects of transactional leadership. Further, KM process partially mediates the relationship between transformational leadership and organizational performance after controlling for the effects of transactional leadership. Implications and directions for future research are also discussed.
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Organizations striving to improve cycle time concentrate on developing long-term relationship with suppliers. In order to support organizational efforts, this study develops a conceptual model that explores the relationships among leadership behaviors, relational commitment and trust, information exchange, and cycle time. Although the supply chain management literature mentions leadership behavior in the context of supply chain, there are no studies that examine the impact of leadership behaviors on cycle time. This study proposes that transformational and transactional leadership behaviors of buyers increase the flow of information to suppliers directly as well as indirectly through relational commitment and trust, and these relationships also influence cycle time. However, it also proposes that the impact of transformational leadership behaviors on relational commitment and trust and information exchange is stronger than the impact of transactional leadership behaviors. Additionally, both uncertain environment and supplier base have potential to play moderation roles in the relationship between transformational leadership and relational commitment and trust and between transformational leadership and information exchange.
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The purpose of this study is to cast new light on possible gender biases in implicit theories people hold about various forms of entrepreneurial activity. Using social role theory, we delve into sex‐role stereotypes associated with high‐ and low‐growth entrepreneurship and commercial and social entrepreneurship. Predictions were tested with an experimental design using both a between‐subject design to capture group‐level stereotypes and a within‐subject design to capture individual‐level stereotypes. Findings reveal that commercial and high‐growth entrepreneurs are perceived as more similar to men than to women and higher on agency than communality. Conversely, low‐growth entrepreneurs are perceived as more similar to women than men, and higher on communality than agency. Social entrepreneurs are uniquely perceived as similar to both men and women, though they are also considered higher on agency than communality. Interestingly, female, but not male respondents, perceive some overlap between the feminine gender role and high‐growth and commercial entrepreneurship. Notably, those higher on modern sexism perceive less overlap between entrepreneurship and femininity. Taken together, our results suggest that commercial high‐growth entrepreneurship is most strongly male‐typed, which is likely to be problematic for women (and non‐traditional men) wanting to start growth‐oriented ventures. Implications and directions for future research are discussed.
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Diversity issues in organizations have long been the subject of organizational studies and cultural examinations. While organizations have made several advancements to balance the presence of female representation in their employees, there remains a paucity of women in certain fields, most notably the tech industry where, despite similar performance in courses, women are alarmingly underrepresented. This paper examines this lack of diversity and proposes some remedies for specifically addressing the lack of women in the tech industry and can be extended to participation in any STEM careers that makes up a significant portion of the tech industry.
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While this unprecedented time of COVID-19 has resulted in financial loss for many companies, it's also produced new leadership opportunities. Remote work, at-home schooling, and socially-distancing are a few examples of the new norm and new business possibilities. As crisis proverbially breeds innovation, new businesses have already sprung up around the world in support of growing demands. History shows this growth in entrepreneurial endeavors to be a trend during times of economic downturn. More than half of 2009 Fortune 500 list and just under half of 2008's Inc. list were created during a recession or bear market. Challenging economic times often seed the growth of entrepreneurial capitalism. One reason for this growth is that startup companies begun during times of high stress tend to be capable of operating in less favorable conditions. In times of economic upheaval, even mature businesses with longer history and deeper pockets require special leadership to 'pivot' their operational strategies to stay viable. This paper explores effective leadership theories to explain the success during uncertain times.
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