Cong Li, Gongxu Lan, Guitao Zhang, Peiyue Cheng, Yangyan Shi and Yangfei Gao
This paper aims to focus on corporate social responsibility in relation to economic policy uncertainty in mergers and acquisitions (M&A). The following questions are addressed…
Abstract
Purpose
This paper aims to focus on corporate social responsibility in relation to economic policy uncertainty in mergers and acquisitions (M&A). The following questions are addressed: How does policy uncertainty impact corporate M&A? Does social responsibility play a mediating role in this process? How does policy uncertainty affect corporate M&A through social responsibility?
Design/methodology/approach
This paper selects the major M&A events in China as the research object, and uses the Probit model to analyze the impact of policy uncertainty on M&A behavior and the business performance after the event, and further analyzes the internal mechanisms that cause these phenomena.
Findings
This paper shows that the higher the policy uncertainty, the lower the probability of a successful M&A, and the worse the business performance of the business after the event.
Originality/value
This paper provides useful reference for the study of M&A and social responsibility in different policy environments. At the same time, it provides direct empirical evidence to enhance the success rate of M&A.
Details
Keywords
Yangyan Shi, Yangfei Gao, Tiru Arthanari and Eias A.I. Humdan
This paper builds on Melynk’s et al. (2010) seminal article by reviving the concept of outcome-driven supply chain (ODSC) and empirically examining its relationship with supply…
Abstract
Purpose
This paper builds on Melynk’s et al. (2010) seminal article by reviving the concept of outcome-driven supply chain (ODSC) and empirically examining its relationship with supply chain practices and performance implications in an attempt to articulate its antecedents and consequences for small- and medium-sized enterprises (SMEs) in New Zealand (NZ). The purpose of this study to empirically examine outcome-driven supply chain and its practices from the perspective of small-and medium-sized enterprises (SMEs) in New Zealand.
Design/methodology/approach
A theoretical framework is developed drawing on an extensive review of the literature. Structural equation modelling is used to analyse the data collected from 107 NZ SMEs.
Findings
The results identify that SMEs can work on three aspects of supply chain practices (process integration, partnership and use of information and communication technology) to deliver blended ODSC outcomes (efficiency, agility and security) to improve performance. The empirical results show the implementation ODSC in the context of NZ SMEs can bring performance benefits.
Originality/value
The research starts a pioneer work on understanding ODSC in the context of NZ SMEs. Also, this study provides a valuable guideline to ODSC practices to improve ODSC outcomes and related performance benefits.