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Article
Publication date: 1 July 2005

Michiel Schoemaker and Jan Jonker

To develop a concept of managing intangible assets in contemporary organisations. Insight is given into the rise of the network organisation and the importance of talent, social…

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Abstract

Purpose

To develop a concept of managing intangible assets in contemporary organisations. Insight is given into the rise of the network organisation and the importance of talent, social capital and identity in this kind of organisation.

Design/methodology/approach

This paper develops a conceptual framework based on a theoretical analysis of recent literature in the fields of human resource management and organisational identity.

Findings

Organisations in contemporary society fundamentally differ from the ones dominating the twentieth century. Work nowadays is providing service(s), organising based upon a mix of people's talents, social capital and information and communication technology (ICT). Modern organisations depend on talent. Talents make the distinctive difference between an organisation and its competitors. Organising with talents requires a second‐order form of networks: (social) cohesion in the network quintessential to make it work. This can be found in the notion of “social capital”. Yet talents and social capital only thrive in an excellent community of work. Organisations as communities of work hold together by a common identity. With the rise of the modern organisation in the information society the community of work has become a fundamental part of organising.

Research limitations/implications

First there is a growing inter‐affiliation and interdependency of work processes and the community of work. Second, assumptions regarding the manageability of “organisations” are under pressure. More research is needed in the field of the relationship between organisational processes, commitment and identity.

Practical implications

In order to survive and prosper, “modern” organisations acting in the information society need to be flexible configurations bearing a recognisable identity.

Originality/value

This paper gives insight in the relationship between core competencies and identity on the one hand and work processes and the community on the other hand. Talents and social capital need to be placed at the heart of the modern organisation. This demands a re‐balance in the relations between the individual and the organisation.

Details

Journal of Management Development, vol. 24 no. 6
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 28 October 2024

Santosh Kumar Tiwari, Rihana Shaik, Harishankar Vidyarthi, Chetan Chitre and Ravishankar Venkata Kommu

The purpose of this study is to investigate the impact of business group (BG) affiliation on affiliated firms' entrepreneurial orientation (EO). The authors further investigate…

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Abstract

Purpose

The purpose of this study is to investigate the impact of business group (BG) affiliation on affiliated firms' entrepreneurial orientation (EO). The authors further investigate the possible contingent factors affecting this relationship – the age of BGs and the affiliated firm’s external linkages (ratio of external to in-house interlocks) on the relationship in an emerging market context.

Design/methodology/approach

The study employs a dynamic panel data framework using the system-generalized method of moments (Sys-GMM) on a sample of 670 NSE-listed Indian firms during the 2006–2019 period. EO is measured through content analysis of the letters to shareholders (LTS) issued by the companies between the period 2006 and 2019.

Findings

BG affiliates have more EO than standalone firms, as affiliates can access group-wide resources and capabilities apart from firm-specific resources. Affiliates of older BG have less EO since they are more entrenched in the institutional settings of their BG. Affiliates with more external linkages of board members will have a higher level of EO, as such linkages would subside inertial tendencies by exposing them to novel sets of information, resources and strategic practices. Further, the negative effect of BG age on EO is countered by external linkages. Overall, the study shows that the effect of group affiliation is not uniform and is contingent on the factors we have theorized and tested.

Originality/value

The paper proposes the resource-based view and the institutional void theory as likely candidates for explaining the contribution of BGs towards the EO of its affiliates, especially in the context of emerging markets. The contingent role of BG age highlighted in the paper forewarns managers about the importance of establishing internal mechanisms to preserve the EO in affiliates. Our findings about the positive role played by external linkages of the board members provide one such mechanism that can be leveraged to enhance affiliated firm’s EO.

Details

Management Decision, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0025-1747

Keywords

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