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Book part
Publication date: 1 July 2014

Gerald R. Ferris, John N. Harris, Zachary A. Russell, B. Parker Ellen, Arthur D. Martinez and F. Randy Blass

Scholarship on reputation in and of organizations has been going on for decades, and it always has separated along level of analysis issues, whereby the separate literatures on…

Abstract

Scholarship on reputation in and of organizations has been going on for decades, and it always has separated along level of analysis issues, whereby the separate literatures on individual, group/team/unit, and organization reputation fail to acknowledge each other. This sends the implicit message that reputation is a fundamentally different phenomenon at the three different levels of analysis. We tested the validity of this implicit assumption by conducting a multilevel review of the reputation literature, and drawing conclusions about the “level-specific” or “level-generic” nature of the reputation construct. The review results permitted the conclusion that reputation phenomena are essentially the same at all levels of analysis. Based on this, we frame a future agenda for theory and research on reputation.

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Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78350-824-2

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Article
Publication date: 13 July 2019

Daniel A. Street and Dana R. Hermanson

This paper reviews academic literature related to the consequences that outside directors and boards may face in the wake of earnings restatements and suggests directions for…

530

Abstract

This paper reviews academic literature related to the consequences that outside directors and boards may face in the wake of earnings restatements and suggests directions for future research. We examine loss of board seats; recruitment of new directors; proxy recommendations and shareholder support; pre-emptive director departures; director wealth effects; director reputation, litigation, and sanction risks; international evidence; and legal proposals for reform. The overall picture that emerges from the literature is that directors’ primary risk in the wake of earnings restatements is loss of board seats, in part through adverse proxy advisor recommendations and reduced shareholder support. Directors typically face little risk of legal liability or SEC sanctions, and some directors pre-emptively leave a problem company’s board and reduce their loss of interlocked board seats. Some legal scholars have called for director liability to be increased so as to promote more vigilant board oversight. Companies often focus on increasing the independence of the board in the wake of a restatement in an effort to repair organizational reputation. While researchers have revealed a host of important findings to date, much more can be learned about the effects of restatements on outside directors and boards.

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Journal of Accounting Literature, vol. 43 no. 1
Type: Research Article
ISSN: 0737-4607

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Article
Publication date: 22 June 2018

Ziva Rozen-Bakher

This study raises the question of whether the nature of the merger and acquisition (M&A) strategy per se, that is reflected throughout the M&A process, may lead to a potential…

1968

Abstract

Purpose

This study raises the question of whether the nature of the merger and acquisition (M&A) strategy per se, that is reflected throughout the M&A process, may lead to a potential trade-off between the two main objectives of M&As – synergy success and efficiency gains, which may explain the high failure rate of the M&A strategy. The purpose of this paper is to present a mediation model to explore the potential trade-off that may exist between synergy success and efficiency gains. The model examines whether the change in the workforce size during the M&A process mediates the relationship between the types of M&A and M&A success, resulting in a trade-off.

Design/methodology/approach

The study uses a sample of 394 public firms.

Findings

The study reveals that if the management over-increases the workforce size to realize the synergy potential, then it heightens the risk of the “win synergy-lose efficiency” trade-off, resulting in an increase in revenue growth but a decrease in profitability. The results even show that international M&As lead to an “over” increase in the workforce size to maximize the synergy potential, but at the same time, an increase in the workforce size harms the efficiency gains, resulting in a decrease in profitability. However, vertical and conglomerate M&As may lead neither to synergy success nor to efficiency gains, which reflects a situation of no benefits from the M&A for the acquirer.

Originality/value

The study emphasizes that one of the main challenges in the implementation of the M&A strategy is to strike a balance between the objective of improving efficiency through cutting costs and workforce reduction during the integration stage and the objective of realizing the synergy potential, despite the workforce reduction during the M&A process.

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EuroMed Journal of Business, vol. 13 no. 2
Type: Research Article
ISSN: 1450-2194

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Book part
Publication date: 13 September 2023

Ruopiao Zhang and Carlos Noronha

Drawing upon resource-based view (RBV) and attribution theoretical lenses, this chapter provides a paradigm for examining the interplay among environmental investment towards…

Abstract

Drawing upon resource-based view (RBV) and attribution theoretical lenses, this chapter provides a paradigm for examining the interplay among environmental investment towards green innovation, environmental disclosure as well as firm performance using the structural equation modelling (SEM) methodology. This chapter demonstrate a growing environmental awareness among stakeholders of the relevance of environmental performance to share value. It is also suggested that the mediating power of environmental disclosure between environmental investment and firm value as well as incremental goodwill is crucial. The findings of this chapter provide critical implications for several stakeholders that if environmental performance is hypothesised to affect the firm's value, companies may take proactive measures to avert potential environmental-related violations. Besides, investors may trade based on the evidence as to how firm value and its goodwill from acquisition will be affected by news of its environmental performance.

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Article
Publication date: 26 April 2022

Saroj Kumar Singh, Alok Raj, J. Ajith Kumar and Cyril Foropon

The purpose of this paper is to identify potential constraints and determine the constraint structure in a steel manufacturing plant. “Potential constraint” is defined as a factor…

194

Abstract

Purpose

The purpose of this paper is to identify potential constraints and determine the constraint structure in a steel manufacturing plant. “Potential constraint” is defined as a factor that is either a constraint at present or can become one in the future and “constraint structure” is used to denote the network of influences between the potential constraints in an organization.

Design/methodology/approach

A three-step methodology was followed. First, potential constraints in a steel manufacturing plant were identified with a literature review and expert inputs. Then, the fuzzy decision-making trial and evaluation laboratory (fuzzy DEMATEL) technique was applied to uncover the structure and finally, an ex-post validation and refinement of the results was done with help from other experts.

Findings

A total of 10 key potential constraints to steel manufacturing were identified. The two outputs of fuzzy DEMATEL – the influence scatter plot (ISP) and the influence network diagram (IND) – together reveal the constraint structure. The 10 potential constraints could be classified into three types – influencers, mediators and influenced – respectively. Of these “Top management commitment (TMC)” and “Clear vision and long-term planning (CLP)” influence other factors the most, and are themselves influenced the least; while “Customer Relationship Management (CRM)” is most influenced by other factors, while influencing other factors the least.

Practical implications

Potential constraints and the constraint structure can help decision makers in a steel manufacturing plant to identify which organizational factors to address and achieving the plant's goals.

Originality/value

This is the first study that analyzed organizational level constraints in a steel manufacturing context.

Details

Benchmarking: An International Journal, vol. 30 no. 3
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 26 August 2024

Ahmed Adnan Zaid, Yahya Saleh and Alaa Jawdat Tomeh

This paper aims to identify the success factors (SFs) for total quality management (TQM) implementation in automotive spare parts companies to improve their business performance…

52

Abstract

Purpose

This paper aims to identify the success factors (SFs) for total quality management (TQM) implementation in automotive spare parts companies to improve their business performance. It also intends to rank these factors in a hierarchical structure in descending order of their criticality.

Design/methodology/approach

In this study, a significant number of automotive spare parts companies were extensively surveyed to ascertain the contributions made by various factors toward the successful deployment of TQM practices. The collective and individual evaluation and ranking of the SFs were determined using the analytical hierarchy process (AHP) approach to develop the framework based on the prioritisation of the identified SFs.

Findings

The findings of the study show that five success factors, namely, internal environment, top management involvement, process management, supplier management and external environment, were ranked as critical factors with a total weight of 49.2%. Nine success factors, namely, employee training, teamwork, customer satisfaction, continuous improvement, communications, using new technologies, zero-defect processes, employee empowerment and benchmarking, were ranked as important with a total weight of 39.1%. The last five success factors, namely, strategic planning, quality policy, employee satisfaction, self-assessment and cost of quality, were ranked as minor factors with a total weight of 11.7%.

Originality/value

The current study adds to the existing body of knowledge for scholars and practitioners of TQM by specifically focusing on identifying and categorising the critical SFs for TQM implementation. The 19 categorised critical SFs have been used to construct a framework for TQM implementation in the Palestinian automotive spare parts companies. Such a framework would offer a comprehensive overview of the SFs, their categories, significance and priorities within a TQM environment in the automotive spare parts companies.

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International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 1 October 2018

Kaouthar Lamine and Lassaad Lakhal

The purpose of this paper is to explore the link between TQM/Six Sigma practices and their impact on performance.

1243

Abstract

Purpose

The purpose of this paper is to explore the link between TQM/Six Sigma practices and their impact on performance.

Design/methodology/approach

Based on the literature review of research that investigated the TQM and Six Sigma best practices and performance, the TQM/Six Sigma practices are classified into three key categories: top management commitment and support (TMCS), infrastructure and core practices. This paper proposes a path model linking these practices and performance. The empirical data were obtained from a survey of 91 Tunisian companies in different sectors. The research model was tested using partial least squares (PLS) technique based on SmartPLS software.

Findings

The result shows that the implementation of Six Sigma practices is based majorly on the TQM practices. Also, it reveals the positive impact of TQM/Six Sigma practices on performance. Furthermore, the analysis of path model reveals the relative interdependence and significant link between TMCS, infrastructure, core practices and performance.

Research limitations/implications

The path model tested in this study combines the TQM/Six Sigma practices and reveals their link with performance, which enhance the research theory of both two approaches. Moreover, it will be a useful support for the quality expert on the effective integration of TQM and Six Sigma methods.

Originality/value

This study is the first one which studies the link between TQM/Six Sigma practices and company’s performance in the Tunisian context based on PLS technique.

Details

International Journal of Quality & Reliability Management, vol. 35 no. 9
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 29 May 2007

Eman El Shenawy, Tim Baker and David J. Lemak

The purpose of this study is to integrate findings of empirical studies regarding the effect of total quality management (TQM) on competitive advantage. This purpose is to support…

4342

Abstract

Purpose

The purpose of this study is to integrate findings of empirical studies regarding the effect of total quality management (TQM) on competitive advantage. This purpose is to support building a theoretical model of TQM and its components. These components are: top management commitment/leadership, teams, culture, training/education, and process efficiency; they are grounded in the work of Deming and deduced from three other models offered by Dean and Bowen and Reed et al.

Design/methodology/approach

This study employed a meta‐analysis to synthesize results of a sample of 51 studies into, effectively, one database. The meta‐analysis approach is used to establish external validity for the theoretical model of TQM used in the paper. The sample includes studies that were conducted in different countries to provide a comprehensive investigation.

Findings

Each individual component of TQM was associated with competitive advantage, that these associations each explain roughly 60 percent of the variability in competitive advantage, and that a 1 point change in an average component score (1‐5 Likert scale) results in at least a 0.1 point change in competitive advantage.

Research limitations/implications

The strong correlations between the five components, coupled with the limited sample size, made it impossible to fit a competitive advantage explanation model that included all five components with any statistical significance. Thus, it was not possible to determine the relative impacts of the five components on competitive advantage. Moreover, these limitations made the impact of leadership relative to other variables indeterminate, even in two independent variable models.

Originality/value

Despite the modest findings, this study provides a link between the theory and practice of TQM efforts and provides direction for future research.

Details

International Journal of Quality & Reliability Management, vol. 24 no. 5
Type: Research Article
ISSN: 0265-671X

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Book part
Publication date: 6 December 2024

Robert A. Rodrigues

Aggressive corporate practices have damaged the reputation of many firms and industries. While the media and the Internet improve stakeholder transparency and influence social…

Abstract

Aggressive corporate practices have damaged the reputation of many firms and industries. While the media and the Internet improve stakeholder transparency and influence social expectations for responsible business, firms have found an increasing need to manage their corporate reputation. One-way firms have responded is by adopting voluntary corporate social responsibility (CSR) programs to live up to expectations set by the firm’s history, identity (core business), and image. However, conformance to evolving external isomorphic forces has encouraged many firms to adopt similar CSR programs without understanding their motives, resource constraints, and capabilities resulting in fragmented strategies and ineffective implementation approaches. The result has been inconclusive results in practice and inconsistent findings in extant literature on the link between CSR, corporate reputation, and financial performance. This chapter examines how the synthesis of stakeholder theory and resource-based view theory can provide tighter boundaries with corporate identity and shared value as the heart of a CSR strategy to direct top management’s resource allocation. The chapter introduces four CSR micro-strategies as a response to external forces based on a blend of two essential dimensions including internal authenticity and external legitimacy. The study examines the impact of authenticity, legitimacy, and the intensity of their interactions on corporate reputation of 107 publicly traded US firms. Through three models, the study found internal authenticity as the dominant dimension while external legitimacy contributed inconsistently to corporate reputation. Implications for CSR strategy suggest that CSR programs with higher authenticity levels improve corporate reputation consistently more than those focused on external legitimacy.

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Book part
Publication date: 24 May 2021

Nicolae Stef and Jean-Christian Tisserand

We assess the impact of labor litigations on the ex post performance of firms. Using a sample of 44 French labor litigation cases, our empirical results confirm that the…

Abstract

We assess the impact of labor litigations on the ex post performance of firms. Using a sample of 44 French labor litigation cases, our empirical results confirm that the compensation amount requested by an employee has a significant and negative influence on the firm financial performance. Although that effect fades over time, it still remains significant four years after the employee has initiated the legal procedure. In addition, firms that have opted for a trial rather than a conciliation procedure improved their financial performance only in the first two years following the triggering of the litigation. That effect can be mainly explained by the long delays in the judgment of French labor courts. Our results contribute to the debate on the labor litigation impacts by assessing the financial opportunity of enacting pro-worker labor legislation dealing with employment redundancies.

Details

The Law and Economics of Patent Damages, Antitrust, and Legal Process
Type: Book
ISBN: 978-1-80071-024-5

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