Hans Björkman and Mats Sundgren
To discuss political entrepreneurship as a capability to enable durable insider action research projects.
Abstract
Purpose
To discuss political entrepreneurship as a capability to enable durable insider action research projects.
Design/methodology/approach
The two authors utilize auto‐ethnographic methods in order to evaluate and draw inferences from their own actions as insider action researchers. The paper draws on action research theory and theories on political entrepreneurship.
Findings
Political entrepreneurship is an important factor behind success or failure in action research projects, but has, despite this, been scarcely discussed in the action research literature. Findings indicate that a political entrepreneurship repertoire consisting of capabilities to find red‐hot issues for one's research, to use the inside of the organization in the research efforts, to use and diffuse the research results, and, finally, to work on the positioning of one's relational platform.
Research limitations/implications
The study is based upon case studies in two organizations. Its implications may be further developed through studies in a wider array of settings.
Practical implications
The study provides valuable knowledge for organizations intending to participate in (insider) action research as well as for (insider) action researchers.
Originality/value
Political entrepreneurship in action research is scarcely discussed in action research theory – and hence the paper addresses an important research gap. Moreover, the presented implications have a certain practical value for organizations and researchers.
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Pawan Budhwar, Andy Crane, Annette Davies, Rick Delbridge, Tim Edwards, Mahmoud Ezzamel, Lloyd Harris, Emmanuel Ogbonna and Robyn Thomas
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce �…
Abstract
Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.
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This paper aims to address third actor introductions to interaction episodes aiming at fast-forwarding the continuous development of business relationships of new firms.
Abstract
Purpose
This paper aims to address third actor introductions to interaction episodes aiming at fast-forwarding the continuous development of business relationships of new firms.
Design/methodology/approach
The study is qualitative, collecting data from 30 interviews from 28 informants associated with creation of new ventures and business network development in the context of a novel type of third actor called venture builder. Venture builders are privately owned organizations devoted to new firm creation in a factory-like mode, collaborating with individual entrepreneurs.
Findings
The findings suggest that interaction episodes, central to the development of new relationships, may be triggered by introductions managed by third actors using different types of involvement depending on the location and focus of the potential relationship. A framework is presented including four types of introductions to interaction episodes, aiming at saving time by removing the perceived distance between new firms and their counterparts in the initiation of business relationships. The framework describes four types of introductions of interaction episodes: Managed, Advised, Facilitated and Monitored.
Originality/value
Triggers and introductions of interaction episodes for new firms has previously been sparsely addressed. This paper presents how third actor involvement, by the introductions of interaction episodes with internal and external counterparts is managed with an aim of fast-forwarding relationship development.
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In 1989 I decided to join the doctoral program in Marketing at Michigan State University (MSU). Although I had been accepted into the doctoral programs at several universities…
Abstract
In 1989 I decided to join the doctoral program in Marketing at Michigan State University (MSU). Although I had been accepted into the doctoral programs at several universities, including UCLA and the University of Washington, I chose MSU because of its strong reputation in International Marketing, and its emphasis on managerial applications. Tamer Cavusgil had recently joined the MSU faculty and had just initiated the Center for International Business Education and Research. I wanted to learn from him as my mentor and dissertation chair, and was encouraged by the potential resources available through the CIBER to do international research. This decision to come to MSU and to be a student of Tamer Cavusgil is a decision I have never regretted, and that has enabled me to become a successful, full professor, engaged in a career in International Marketing.
Based on the tasks and responsibilities of global leaders, the benefits of a holistic view in global leadership talent acquisition are identified. The main areas of this…
Abstract
Based on the tasks and responsibilities of global leaders, the benefits of a holistic view in global leadership talent acquisition are identified. The main areas of this integrating process, such as succession planning, attracting, and mobilizing talents, selection, training and development, and retaining global leadership talents, are described. The success factors and principles of a global talent acquisition process are presented and explained. Furthermore, this chapter shows that a proactive step for global organizations is to build an in-house global leadership talent pool to ensure having the right global leaders in the right places at the right time.
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Weihao Li, Ying Chen and J. Ryan Lamare
This chapter aims to answer whether foreign multinational corporations (MNCs) operating within the Chinese context differ from indigenous firms on several essential labor…
Abstract
This chapter aims to answer whether foreign multinational corporations (MNCs) operating within the Chinese context differ from indigenous firms on several essential labor standards indicators: white- and blue-collar salaries, pension insurance, and working hours. In drawing upon neo-institutional and organizational imprinting theories and applying these to the Chinese context, the study addresses competing arguments regarding the expected effects of ownership type on these indicators. We employ seemingly unrelated regressions (SURs) to empirically examine a novel national survey of 1,268 firms in 12 Chinese cities. The regression results show that foreign MNCs do not provide uniquely beneficial labor practice packages to workers when compared with various indigenous firm types, including state-owned enterprises (SOEs), affiliate businesses of Hong Kong, Macau, and Taiwan, and domestic private enterprises (DPEs). Specifically, although MNCs provide relatively higher wage rates, they underperform relative to SOEs concerning social insurance. However, DPEs consistently underperform relative to MNCs across most indicators. The mixture of the results contributes important nuances to the application of neo-institutional and organizational imprinting theories to the Chinese context.
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Ying Chen, Yun-Kyoung Kim, Zhiqiang Liu, Guofeng Wang and Guozhen Zhao
Guided by social exchange theory and signaling theory, this chapter investigates the relationship between individual perceptions of high-performance work systems (HPWS), union…
Abstract
Guided by social exchange theory and signaling theory, this chapter investigates the relationship between individual perceptions of high-performance work systems (HPWS), union instrumentality, and employees’ turnover intention. The results obtained from a multilevel and multisource sample of more than 1,300 employees in 37 multinational corporation based in China show that, in contrast to our hypothesis, union instrumentality is not directly related to turnover intention; rather, the results from the post hoc mediation analysis show that union instrumentality is indirectly and negatively related to turnover intention through affective organizational commitment. Consistent with our hypothesis, the results of our analysis show that union instrumentality serves as an important contingent factor in the relationship between HPWS and employee turnover intention. The relationship between HPWS and turnover intention becomes positive when employee union instrumentality is low.