Margaret D. Nowicki, Eric E. Lewis and Jeffrey W. Lippitt
There is a tremendous need for the valuation of small businesses. Oftentimes, small businessowners do not have the wherewithal to gather the data and keep it up to date for use in…
Abstract
There is a tremendous need for the valuation of small businesses. Oftentimes, small businessowners do not have the wherewithal to gather the data and keep it up to date for use in situations that require valuation. Formal valuations are necessary because they provide objective evidence of value, in contrast to value set by markets on which public companies are traded. This article focuses on some factors that impact the valuation of the business and will help small businessowners feel more comfortable talking with financial professionals about how the business might be valued.
James J Kennelly and Eric E Lewis
We examine the relationship between the degree of internationalization (DOI) of a sample of 148 U.S.-based MNEs and measures of their corporate environmental performance. Using…
Abstract
We examine the relationship between the degree of internationalization (DOI) of a sample of 148 U.S.-based MNEs and measures of their corporate environmental performance. Using cross-sectional data for 1993 and 1998, and longitudinal data for 1993–1999, we tested for associations between the two variables of interest. Cross-sectional data suggested a positive relationship between DOI and highly rated environmental performance. Longitudinal findings were similar with positive correlations that grew stronger the longer the “lag” between measurement of DOI and environmental performance. This research supports arguments that MNEs tend to be proactive leaders rather than laggards in fostering better corporate environmental performance.
Jennifer L. Sparr, Daan van Knippenberg and Eric Kearney
Paradoxical leadership (PL) is an emerging perspective to understand how leaders help followers deal with paradoxical demands. Recently, the positive relationship between PL and…
Abstract
Purpose
Paradoxical leadership (PL) is an emerging perspective to understand how leaders help followers deal with paradoxical demands. Recently, the positive relationship between PL and follower performance was established. This paper builds on and extends this research by interpreting PL as sensegiving and developing theory about mediation in the relationship between PL and adaptive and proactive performance.
Design/methodology/approach
The paper develops a new measure for PL as sensegiving and provides a test of the mediation model with data from two different sources and two measurement times in a German company.
Findings
Multilevel mediation analysis (N = 154) supports the mediation model.
Originality/value
The paper presents sensegiving about paradox as a core element of PL, which informs the choice of change-readiness as mediator. This study also develops and validates a scale to measure PL in future research.
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This study aims to develop a process model that details the mechanisms and learning processes by which entrepreneurial learning transpires at multiple levels in the organization…
Abstract
Purpose
This study aims to develop a process model that details the mechanisms and learning processes by which entrepreneurial learning transpires at multiple levels in the organization. Using the transactive memory system (TMS) framework as a reference, the model specifies how individual streams of knowledge are routinized in nonhuman elements and, over time, become embedded in organizational routines and procedures.
Design/methodology/approach
The research uses a case-study methodology building on 18 in-depth semi-structured interviews, 20 h of non-participative observations and internal company documents.
Findings
The study demonstrates that knowledge is channeled from individuals to the organization via mechanisms that operate at the venture-team level – principally externalizing distinctions; rotating task work; co-constructing the task; and routinizing behavior. These mechanisms are fundamental for creating knowledge repertoires on which team members can build and for channeling different knowledge domains into the organization.
Originality/value
The study offers a dynamic view of entrepreneurial learning, underlining the structural and transactive components of TMS as being foundational for embedding knowledge in organizational routines and procedures.
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Barrie O. Pettman and Richard Dobbins
This issue is a selected bibliography covering the subject of leadership.
Abstract
This issue is a selected bibliography covering the subject of leadership.
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In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
Abstract
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
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This chapter uses the theory of complex systems as a conceptual lens through which to compare the work of Friedrich Hayek with that of Vincent and Elinor Ostrom. It is well known…
Abstract
This chapter uses the theory of complex systems as a conceptual lens through which to compare the work of Friedrich Hayek with that of Vincent and Elinor Ostrom. It is well known that, from the 1950s onwards, Hayek conceptualised the market as a complex adaptive system. It is argued in this chapter that, while the Ostroms began explicitly to describe polycentric systems as a class of complex adaptive system from the mid-to-late 1990s onwards, they had in fact developed an account of polycentricity as displaying most if not all of the hallmarks of organised complexity long before that time. The Ostromian and Hayekian approaches can thus be seen to share a good deal in common, with both portraying important aspects of society – the market economy in the case of Hayek, and public economies, legal and political systems, and environment resources in the case of the Ostroms – as complex rather than simple systems. Aside from helping to bring out this aspect of the Ostroms’ work, using the theory of complex systems as a framework for comparing the Hayekian and Ostromian approaches serves two other purposes. First, it can be used to show how one widely criticised aspect of Hayek’s theory of society as a complex system, namely his account of cultural evolution via group selection, can be strengthened by an appeal to the work of Elinor Ostrom. Second, it also helps to resolve a tension – ultimately acknowledged by the Ostroms themselves – between some of their explicit methodological pronouncements and the actual, substantive approach they adopted in their analysis of polycentric systems.
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Organizational paradoxes must first be recognized by managers before they can respond to them. Yet scholars have adopted different perspectives on how paradoxical tensions become…
Abstract
Organizational paradoxes must first be recognized by managers before they can respond to them. Yet scholars have adopted different perspectives on how paradoxical tensions become salient and engender management responses. Some approaches have focused on the socially constituted nature of paradoxes, and others on the inherent aspects of paradoxes in the environment. The authors propose an approach that gives ontological meaning to both the socially constituted and inherent nature of organizational paradoxes. Our approach, which is inspired by quantum physics, opens up new opportunities for engaging with the socio-materiality of paradoxes, how they are measured, and the implications this has on the probabilities of managing organizational responses to paradox.