This paper tries to provide a theoretical explanation from case studies in which I analyzed the impact of firms’ behavior on negotiation processes. Particularly, it concentrates…
Abstract
This paper tries to provide a theoretical explanation from case studies in which I analyzed the impact of firms’ behavior on negotiation processes. Particularly, it concentrates on the impact of the power‐dependence relationship on negotiation behavior choice in joint ventures and (nonhostile) acquisitions. Previous studies have found that negotiation behavior is a key factor in determining the results of negotiations and the subsequent implementation and performance of the strategy. Drawing on interview material from six cases, three acquisition negotiations and three joint venture negotiations, the empirical analysis allowed me to consider that the equilibrium situation of power‐dependence is more associated with integrative negotiation behaviors adopted by all the parties. This situation facilitates win/win agreements (negotiation success). However, the value‐creation basis appears as a key factor to be analyzed because its influence on (1) the perception of dependence and (2) the possible use of a power disequilibrium situation. This factor seems to be especially important in acquisition negotiations. Based upon my analysis, I recommend some issues to be studied and contrasted empirically in future research.
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M. Carmen Saorín‐Iborra, Ana Redondo‐Cano and Lorenzo Revuelto‐Taboada
In light of the inconclusive findings in literature, the aim of this paper is to answer the question: how can negotiation behavior be explained in a situation of power imbalance?
Abstract
Purpose
In light of the inconclusive findings in literature, the aim of this paper is to answer the question: how can negotiation behavior be explained in a situation of power imbalance?
Design/methodology/approach
Based on Kim et al., the paper proposes a theoretical model that is empirically studied through a case study.
Findings
Power relationship is a key contextual factor in determining negotiation behavior in joint ventures (JVs), but it has to be defined more in terms of the perceived value of the alternatives rather than the amount of available better alternatives to a negotiation agreement (BATNAs). Thus, when a partner looks to gain access to knowledge (market, technology, etc.) about the counterpart, although it has a greater number of BATNAs, they perceive a situation of mutual dependency.
Practical implications
Understanding how the negotiating context affects behavior is crucial for firms to anticipate the reactions and behavior of their counterparts and thus display suitable behavior to gain the most favorable agreement possible in JVs (win/win agreements in view of the importance of establishing long‐term commitment for a correct implementation and performance). The correct selection of the negotiating team also appears as a key element for consideration (people capable to maintain an integrative orientation to confront any competitive reaction).
Originality/value
The paper focuses on the determination of negotiation behavior in joint ventures, an overlooked research area. In particular, it gives light to the inconsistent results found in earlier works centered in analyzing the impact of power‐dependence relationship in negotiation behavior choice.
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M. Teresa Canet‐Giner and M. Carmen Saorín‐Iborra
The main aim of this paper is to analyze the effect of gender differences on negotiation behaviour choice and, consequently, on its outcome. The analysis undertaken is first…
Abstract
Purpose
The main aim of this paper is to analyze the effect of gender differences on negotiation behaviour choice and, consequently, on its outcome. The analysis undertaken is first defined by distinguishing between sex and gender role. It gender role and not biological sex the factor that can have a direct impact on behaviour. With a contextual perspective, we have chosen the negotiation processes of strategic alliances as our contextual framework of analysis.
Design/methodology/approach
The paper adopts a qualitative methodology, particularly case study analysis.
Findings
A higher degree of complexity increases the perception of ambiguity, which then leads to the influence of gender in the negotiation. Androgynous profiles act favourably in nurturing clearly integrative behaviour, whilst when the profile more closely resembles the masculine stereotype, behaviour tends to be more competitive, though attenuated. Acting in the best interests of the firm, and the fact that negotiators normally belong to the higher echelons of management, favours the adoption of this integrative behaviour. Lastly, it can be observed that competitive behaviour results in less favourable outcomes than an integrative approach in a cooperation agreement.
Originality/value
The proposal bring to the attention of managers the importance of choosing the individuals that are going to negotiate the strategic alliance correctly, in order to achieve better outcomes and to smooth the path towards good performance in the future.
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Teresa Canet-Giner, Ana Redondo-Cano, Carmen Saorín-Iborra and Naiara Escribá-Carda
The purpose of this paper is to analyze the impact of employees’ perception of performance appraisal (PA) practices on innovative behavior (IB). The authors also propose to…
Abstract
Purpose
The purpose of this paper is to analyze the impact of employees’ perception of performance appraisal (PA) practices on innovative behavior (IB). The authors also propose to analyze consistency, a dimension of Human Resource Management (HRM) system strength, as a moderating variable in the aforementioned relationship.
Design/methodology/approach
A quantitative study was conducted, using a sample of 166 employees carrying out highly qualified, intensive knowledge jobs in four industrial companies in the Valencian region of Spain. The hypotheses were tested by applying the Smart-PLS 3.2 software.
Findings
The findings confirmed that in a context of professional and qualified work, PA practices have a direct and positive effect on IB. However, the results obtained did not enable us to affirm that employee perceptions of the consistency of the HR system moderated the relationship between PA and IB.
Originality/value
The paper’s originality lies in including the role of consistency, a dimension of HRM system strength, in the analyzed relationship. When employees believe that PA achieves the goals for which this practice was designed, and that this appraisal follows a clear strategic direction over time, they perceive that the assessment system is not arbitrary, i.e., that this HR practice is being applied consistently. Consequently, the present work shows the relevant role of the perception of consistent PA when the firm wants to encourage IB. This fact opens up the field to study how to define and implement control mechanisms that tell managers whether there is a fit between employees’ perceptions and the intentionality of the HRP these managers have defined.
目的
本研究旨在分析僱員對工作表現評核實務的看法,如何影響其創新行為。作者們亦建議去分析人力資源管理系統的其中一個優點特質: 一致性,並且以一致性作為上述關係的一個調節變量來進行分析。
研究設計/方法/理念
此為一項定量研究。樣本為166名在西班牙巴倫西亞地區四間工業公司內從事高質素及知識密度高的工作的僱員。各項假設已應用了Smart-PLS 3.2 軟件進行了測試。
研究結果
研究結果確認了在專業及合資格工作的環境下,工作表現評核實務對創新行為會起直接及積極的影響。唯取得的研究結果不能讓我們確認僱員對人力資源系統一致性的看法、調節了表現評核與創新行為之間的關係。
研究的原創性/價值
本研究的原創性、在於就該關係的分析研究內,納入了人力資源管理系統強度的一個層面 -一致性 - 的角色。若僱員相信表現評核達到其設立的預期目的,並相信該評核長期跟隨著一個清晰的戰略方向,他們會覺得有關的評核制度不是隨機的;即是說,他們會覺得該人力資源實務是一貫地應用的。因此,本研究明確顯示了如公司欲鼓勵創新行為,僱員覺得表現評核有一致性這個觀感是有其相關角色的。這項事實、開啟了研究如何界定及執行機制,讓主管知悉員工的看法與他們所釐定的人力資源實務的目的是否吻合。﹞
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María Teresa Canet-Giner, Ana Redondo-Cano, Francisco Balbastre-Benavent, Naiara Escriba-Carda, Lorenzo Revuelto-Taboada and María del Carmen Saorin-Iborra
This study aims to explore how the fact of belonging to clusters of dissimilar form or characteristics modify the application of human resource management (HRM) practices, as well…
Abstract
Purpose
This study aims to explore how the fact of belonging to clusters of dissimilar form or characteristics modify the application of human resource management (HRM) practices, as well as those knowledge-sharing processes that guide and encourage the intrapreneurial behavior of employees (IPB) in firms belonging to the cluster. The main thesis is that the application of HRM practices and some knowledge management processes are strongly conditioned by the form or characteristics of the cluster, all this in a knowledge-intensive context that requires a contingent application of such practices.
Design/methodology/approach
The research strategy chosen was a qualitative case study, given that the insight the authors were seeking could only be obtained through a fine-grained analysis inside the firm where it is very difficult to decouple the phenomenon to be observed from the context where it takes place. Two cases were selected to analyze the phenomenon in-depth and compare their results; they were big and technologically advanced firms but belonging to clusters of different forms and characteristics.
Findings
Results show that the influence of the cluster based on location is greater than the effects of the cluster formed by networks, where globalization and external ties play an important role. HRM practices and knowledge sharing processes that lead to intrapreneurial behavior are conditioned, only in part, by the characteristics of the cluster. Particularly, the geographical cluster encourages knowledge sharing with competitors and customers, mainly for technical training processes and because of belonging to a sectoral association. However, HRM practices, with the exception of training and compensation policies, are mainly conditioned by the company's culture and internal factors, rather than by belonging to a specific cluster.
Practical implications
Firms belonging to an organized cluster should encourage the development of practical training-oriented programs, not only on technical aspects but also on other skill and competence-based areas. In addition, training based on strategic issues both for top and middle managers could be an interesting initiative. Additionally, clustered firms should develop more knowledge-retention policies to limit the degree of rivalry in the sector, as it is very common for a firm to search for new and specialized talent in the rest of competing firms in the cluster.
Social implications
Considering the economic impact of the geographical cluster, its effect on the employment and development of a region and taking into account the relevant and dynamic role of research institutions and associations, policymakers should support and facilitate the activity of those institutions, reinforcing the relevance of industrial districts or geographical clusters that are threatened by the pressures of globalization.
Originality/value
This study brings new insight into the effect of the form and characteristics of the cluster on HRM practices and knowledge sharing processes that lead to intrapreneurial behavior. The study may open the field for additional studies that, from a qualitative and quantitative perspective, analyze this topic in depth. The paper shows that IPB depends not only on the support of the institutions created in the cluster but also on the culture and competitive strategy of the company. Belonging to a geographical cluster can have an influence on firms’ behavior and can, through the trust generated among its members, facilitate knowledge-sharing processes and intrapreneurial behavior.
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Rahma Chouchane and Étienne St-Jean
Based on self-determination theory and the perspective of person-job fit, this study aims to determine the configurations of situations in which the person-intrapreneurship fit…
Abstract
Purpose
Based on self-determination theory and the perspective of person-job fit, this study aims to determine the configurations of situations in which the person-intrapreneurship fit and psychosocial factors that lead to different types of motivation.
Design/methodology/approach
The data were collected from 199 employees of four Quebec small and medium-sized enterprises (SMEs) and analyzed by a configurational approach using the Qualitative Comparative Analysis (QCA) method.
Findings
The results indicate that for intrapreneurs to operate autonomously, it is crucial that they do not experience job anxiety. Intrapreneurial self-efficacy is required when intrapreneurship is voluntary (strong fit) but not when forced (poor fit). In forced intrapreneurship, organizational support is central to self-determination. Thus, regardless of self-efficacy, the model suggests autonomous motivation is possible in forced intrapreneurship if the employee has organizational support and lacks anxiety.
Practical implications
These findings underscore the imperative for organizations to prioritize the psychological well-being of their employees, particularly when engaging them in intrapreneurial projects. Additionally, managers can foster autonomous motivation by encouraging favorable behaviors such as intrapreneurial behavior (IB) and providing essential support, particularly when these projects may not align with employees' ambitions and intentions.
Originality/value
This study offers a novel perspective on the role of person-job fit in the specific context of intrapreneurship, based on a new categorization of fit based on the disparity between employees' intrapreneurial intention and actual intrapreneurial behavior. It provides unique theoretical and practical insights into fostering autonomous motivation through the lens of person-intrapreneurship fit.