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Article
Publication date: 1 March 2015

Claudia Gomez, B. Yasanthi Perera, Judith Y. Weisinger, David H. Tobey and Taylor Zinsmeister-Teeters

The immigrant entrepreneurship literature indicates that immigrant entrepreneurs reap numerous benefits from their co-ethnic communities℉ social capital. These benefits, however…

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Abstract

The immigrant entrepreneurship literature indicates that immigrant entrepreneurs reap numerous benefits from their co-ethnic communities℉ social capital. These benefits, however, often come at a price because scholars note the potential for this community social capital to impose limitations on the entrepreneurs. While the literature largely focuses on the benefits of social capital, there is no research on what motivates the immigrant entrepreneurs to engage with their co-ethnic community in terms of contributing to, and utilizing, their co-ethnic communities℉ social capital, and the consequences these may have on their enterprises. Addressing this gap in the literature is important in the development of successful immigrant enterprises. Thus, based on a model posited by Portes and Sensenbrenner (1993), we suggest that immigrant entrepreneurs℉ motivations will influence their use of, and contributions to, co-ethnic community social capital, impacting, in turn, business success. We contribute to both the immigrant entrepreneurship and social capital research through exploring how entrepreneurs℉ motives, with respect to their co-ethnic communities℉ social capital, influence business success.

Details

New England Journal of Entrepreneurship, vol. 18 no. 2
Type: Research Article
ISSN: 1550-333X

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Publication date: 23 September 2009

David H. Tobey and Michael R. Manning

Recent research in cognitive and social psychology finds that individual change is more emotional than rational. Further evidence suggests that the contagious power of emotions…

Abstract

Recent research in cognitive and social psychology finds that individual change is more emotional than rational. Further evidence suggests that the contagious power of emotions explains how groups may overcome obstacles and behave in unified ways. We offer a neuropsychological model of emotion-driven change in organizations that explains these findings and predicts conditions in which contagion effects will be successful in facilitating rapid change. Our model posits that emotive precursors to conscious action enable goal alignment and overcome cognitive resource limitations necessary to sustain organizational change over time. Our model adapts the findings from social and cognitive neuroscience to bring new insights into the mental mechanisms underlying the change process. The chapter concludes with tentative suggestions for developing new methods for research and practice that improve our predictive capability for creating rapid large-scale organizational change.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84855-547-1

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Article
Publication date: 9 July 2020

Claudia Gomez, B. Yasanthi Perera, Judith Y. Wesinger and David H. Tobey

The social capital used to access ethnic community resources is widely recognized in the literature as being important for immigrant entrepreneurship. However, there is limited…

719

Abstract

Purpose

The social capital used to access ethnic community resources is widely recognized in the literature as being important for immigrant entrepreneurship. However, there is limited knowledge regarding the extent to which immigrant entrepreneurs' agency, specifically their motivations, influence their use of, and contributions to, their ethnic social capital. In this paper, the authors explore this relationship.

Design/methodology/approach

Based on a qualitative approach, this research utilizes semi-structured interviews and thematic analysis to identify the motivations, sources and effects of ethnic social capital.

Findings

This research indicates that immigrant entrepreneurs have mixed motives when engaging with their ethnic communities. The findings suggest that the immigrant entrepreneurs' social capital–mediated interactions within their ethnic community are driven not only by the social structure but that their agency, specifically their motivations, play an important role in them. While entrepreneurs hold mixed motives, they recognize the importance of business success. Thus, they make concessions to their ethnic community and utilize its resources if doing so benefits their business.

Research limitations/implications

This research explores the role that immigrant entrepreneurs' motivations play in how they use and contribute to immigrant community social capital. By doing so, this study brings agency to the forefront of the discussion on immigrant entrepreneurship and social capital.

Practical implications

This study provides insight into the connection between the extent to which immigrant entrepreneurs utilize and contribute to their ethnic community's social capital, their motivations for doing so and the effect that these factors have on the businesses as well as their ethnic communities. This understanding might be useful for organizations seeking to foster immigrant entrepreneurship as well as for entrepreneurs themselves.

Originality/value

Individuals' motivations as they relate to social capital involve a variable that is rarely, if ever, considered – that is, individual agency. Thus, this research contributes this perspective to the immigrant entrepreneurship literature but also more broadly to the social capital and entrepreneurship fields. This research can be extended to understand the impact of entrepreneurs' motivations on the communities in which they are embedded.

Details

Journal of Small Business and Enterprise Development, vol. 27 no. 4
Type: Research Article
ISSN: 1462-6004

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Article
Publication date: 6 April 2012

David H. Tobey and B. Yasanthi Perera

The purpose of this paper is to posit a framework that predicts and explains the success and sustainability of MNC‐driven corporate social responsibility (CSR) programs in West…

1296

Abstract

Purpose

The purpose of this paper is to posit a framework that predicts and explains the success and sustainability of MNC‐driven corporate social responsibility (CSR) programs in West Africa, based on the degree of overlap or differentiation among existing value systems of various stakeholders (economic orientation and temporal orientation).

Design/methodology/approach

This paper utilizes previous works on competing values, stakeholder perspective of CSR, and cultural values to posit the value alignment framework.

Findings

It is found that synthesis yields a value alignment framework and four propositions for empirical testing.

Research limitations/implications

Empirical research on the framework is needed. The synthesis of the propositions leads to two future research questions, “What is the impact of the degree of agreement on CSR values on corporate social performance?” and “What is the effect of culture on the effect of CSR values on performance?”

Practical implications

The framework presents those responsible for implementing CSR programs with a basis for reflecting upon broad factors that may mean the difference between CSR program success or failure.

Originality/value

This paper provides a theoretical model and assessment guidelines for considering local context when designing and delivering CSR initiatives and why CSR efforts may succeed or fail. Thus, it may assist in deriving sustainable social benefits from expatriate multinational investments in CSR.

Details

African Journal of Economic and Management Studies, vol. 3 no. 1
Type: Research Article
ISSN: 2040-0705

Keywords

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Article
Publication date: 6 April 2012

Josep F. Maria SJ

1402

Abstract

Details

African Journal of Economic and Management Studies, vol. 3 no. 1
Type: Research Article
ISSN: 2040-0705

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Book part
Publication date: 23 September 2009

Abstract

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84855-547-1

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Book part
Publication date: 23 September 2009

Jean M. Bartunek is the Robert A. and Evelyn J. Ferris chair and professor of organization studies at Boston College as well as a Fellow (since 1999) and a past president…

Abstract

Jean M. Bartunek is the Robert A. and Evelyn J. Ferris chair and professor of organization studies at Boston College as well as a Fellow (since 1999) and a past president (2001–2002) of the Academy of Management. Her Ph.D. in social and organizational psychology is from the University of Illinois at Chicago. Her substantive research interests focus on organizational change, conflict associated with it, and organizational cognition, and her methodological interests center around ways that external researchers can collaborate with insider members of a setting to study the setting. She is an associate editor of the Journal of Applied Behavioral Science and on the editorial boards of multiple other journals. She has published more than 100 journal articles and book chapters and 5 ([co]authored or co-edited) books.

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Research in Organizational Change and Development
Type: Book
ISBN: 978-1-84855-547-1

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Book part
Publication date: 5 October 2007

David Shinar

Abstract

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Traffic Safety and Human Behavior
Type: Book
ISBN: 978-0-08-045029-2

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Book part
Publication date: 20 June 2017

David Shinar

Abstract

Details

Traffic Safety and Human Behavior
Type: Book
ISBN: 978-1-78635-222-4

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Book part
Publication date: 20 June 2017

David Shinar

Free Access. Free Access

Abstract

Details

Traffic Safety and Human Behavior
Type: Book
ISBN: 978-1-78635-222-4

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