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In a review of America's capital investment system, Michael Porter concluded that the most critical determinant of competitive advantage is “sustained investment in physical as well as intangible assets, things like employee skills and supplier relationships” (1992: 65). Why supplier relationships? This study measures firm returns associated with one form of interfirm investment—stock blockholdings—and tests how investing firm returns are affected by alternative measures of firm size.

This study explains variance in one‐year abnormal returns of corporate stockholder investees. Results indicate that investee abnormal returns are negatively associated with the extent of the corporate stockholder's initial percentage of ownership, but the investee abnormal return is positive when the investee is larger and the firms are contractually related.

Engaged employees assure organizational competitiveness and sustainability. The purpose of this study is to explore the relationship between job resources and employee turnover intentions, with employee engagement as a mediating variable.

Data were collected from 934 employees of eight wholly-owned pharmaceutical industries. The proposed model and hypotheses were evaluated using structural equation modeling. Construct reliability and validity was established through confirmatory factor analysis.

Data supported the hypothesized relationship. The results show that job autonomy and employee engagement were significantly associated. Supervisory support and employee engagement were significantly associated. However, performance feedback and employee engagement were nonsignificantly associated. Employee engagement had a significant influence on employee turnover intentions. The results further show that employee engagement mediates the association between job resources and employee turnover intentions.

The generalizability of the findings will be constrained due to the research’s pharmaceutical industry focus and cross-sectional data.

The study’s findings will serve as valuable pointers for stakeholders and decision-makers in the pharmacuetical industry to develop a proactive and well-articulated employee engagement intervention to ensure organizational effectiveness, innovativeness and competitiveness.

By empirically demonstrating that employee engagement mediates the nexus of job resources and employee turnover intentions, the study adds to the corpus of literature.