The Gendering of Air Canada: A Critical Hermeneutic Approach

Through the use of critical hermeneutics, the paper provides a deep analysis and offers clues as to how management, through the power of communication, can contribute to producing and reproducing embedded gender‐based assumptions and values through organizational culture, which can both enable and constrain organizational members. It examines gender discrimination as it relates to employment equity in a well‐known airline. We show how an organizational culture, supported by society and communicated through language, can impede progress within an organization through the power of language, and highlight a number of clues as to the processes of gender discrimination at work. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd.     

Presuccession Performance,CEO Succession,Top Management Team,and Change in a Firm's Internationalization: The Moderating Effect of CEO/Chairperson Dissimilarity

Extending the literature on CEO succession, we found that a succession event together with a change in top management related positively to strategic change toward greater internationalization. In a study of 160 Taiwanese firms, we found relationships between firm performance, outside CEO appointment, change in firm's top management team (TMT), and the degree of a firm's internationalization. Moreover, the positive association between a post succession TMT structural change and degree of internationalization was observed only in those cases where dissimilarity between CEO and chairperson (with respect to educational degree and overseas education) was low. The implications of these findings for scholarship and practice are discussed. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd.     

Impact of Network Position and Knowledge Diversity on Knowledge Creation: The Empirical Setting of Research Communities

We examined the role of network position and knowledge diversity as related to new knowledge creation within a network of 239 academics from business administration departments at four universities. Analyses of their 1,827 publications involving 1,541 coauthors between 1986 and 2008 revealed an inverse U‐shaped relationship between network centrality and knowledge creation. Moreover, knowledge diversity positively moderated the association between centrality and the quality of the knowledge created, but negatively moderated the centrality‐knowledge quantity relationship. Copyright © 2012 ASAC. Published by John Wiley & Sons, Ltd.     

How Owners Matter? An Examination of Ownership Type in Corporate Disaster Relief Giving

Little research has investigated the effect of ownership identity (or type) and corporate philanthropy experience on giving. In this research, relying on legitimacy theory, we first assess the effect of ownership identity on corporate philanthropy (CP) in the context of the 2008 earthquake in China. Then we explore moderation effects of firms' prior CP experience and size as proxies for perceived legitimacy on owners' efforts at increasing giving and legitimacy. We find that state and CEO ownership are deterrents, while non‐SOE and institutional ownership enhances giving probability and amount. In addition, there is evidence that firm size and prior CP weaken the effects of institutional ownership on CP. This study provides a complete assessment of owner behaviour. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.     

Disentangling CEO compensation: A simultaneous examination of time,industry, and firm‐level effects

Despite decades of research, how CEO compensation is determined remains an enigma. Drawing on agency, managerial hegemony, and institutional theoretical perspectives, we use hierarchical linear modelling—a multilevel analytic technique—to examine how firm‐, industry‐, and time‐level effects drive CEO compensation in US corporations. Results show that while cash salary is mostly driven by firm‐specific factors, equity‐based compensation responds to time‐level effects with firm‐ and industry‐level effects playing a marginal role. We argue that such evidence is consistent with the institutionalization of the CEO compensation determination process through the widespread adoption of benchmark peer‐group comparisons. Such practices underlie economy‐wide changes in CEO compensation that are increasingly disconnected from other fundamental firm‐ or industry‐specific factors. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

Building a better literature review: Looking at the nomological network of the country‐of‐origin effect

Due to a rising pace of knowledge production, reviewing extant knowledge on mature topics has become increasingly challenging. Researchers often need to account for hundreds of references with little guidance on how to proceed. Taking the phenomenon of the country‐of‐origin effect (COE) as an example, this paper proposes a solution to tackle this challenge. By adopting the principles of integrative literature reviews and using online databases, bibliography management software, and literature‐mapping techniques, I organize 355 papers about the COE. As a result, the nomological network of the COE is drawn while establishing links between the phenomenon, its antecedents, and its outcomes. This methodological article contributes to building better literature reviews. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

Network centrality,organizational innovation,and performance: A meta‐analysis

Based on samples from 40 studies encompassing 15,860 organizations, we use meta‐analysis methods to examine the relationships between network centrality, organizational innovation, and performance, and to predict the influence of organization size, institutional environment, and industry on these relationships. Results show that network centrality positively influences both organizational innovation and performance. In addition, findings indicate that the impact of network centrality on organizational innovation is stronger for small organizations while that on organizational performance is stronger for large organizations. The influence of network centrality on overall organizational innovation/performance is stronger for organizations in developed institutional environments as well as in knowledge‐intensive industries. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

Does the origin of a succession CEO matter in the market value of innovation? Disentangling the origin of internal CEOs

This study complements previous research regarding CEO origin and family businesses by incorporating upper echelons theory with the perspective of family effect as well as disentangling CEO origin to provide a better understanding of how external, unrelated internal, and family succession CEOs affect innovation performance. We further reveal how a family founder helps improve the value of innovations undertaken by family heirs. The results show that firms with unrelated internal succession CEOs experience higher (lower) stock market reactions to innovation announcements than those with family (external) succession CEOs. Founders serving on the board reduce the negative effect between family heirs and innovation performance. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.     

Internal Cohesion in Response to Institutional Plurality: The Administrative Sciences Association of Canada

Addressing the underdeveloped area of the interrelationships between institutional logics, organizational legitimacy, and organizational identity, we undertake a critical hermeneutic analysis of the archives of the Administrative Sciences Association of Canada (ASAC) and the context in which the association exists. Through our analysis we show how ASAC's response to the conflicting institutional logics of Canadianism and business schools has been one of internal cohesion, with continuous attempts to create collaborative synergies between the logics, rather than succumbing to internal conflict and fragmentation. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.     

Excess control and the risk of corporate expropriation: Canadian evidence

Corporate governance in Canada was examined by looking at the ultimate ownership structure of a large sample of publicly traded firms. Results suggest that small investors in Canada are vulnerable to corporate expropriation in large firms. Despite the similarities in institutional indexes, Canada displays different patterns of ownership structure than sister Anglo‐Saxon countries (the U.S. and the U.K). More importantly, results suggest that excess control drives expropriation over and above the typical Jensen type of agency problems that are attributable to regular separation of ownership and control. Equally important, firms headquartered in Quebec appear to be undervalued vis‐à‐vis firms headquartered in the rest of Canada. Copyright © 2007 ASAC. Published by John Wiley & Sons, Ltd.     

Do single‐stock circuit breakers provide a safety net for Canadian investors?

This study looks at the market impact of recent regulatory changes in Canada that provide for trading halts on individual stocks that experience large upside or downside movements. The focus is on all stocks traded on the Toronto Stock Exchange since the inception of the single‐stock circuit breaker rule (SSCB) in February 2012, to replace the short‐sale uptick rule. The results support pricing efficiency: material information that caused the circuit breaker is incorporated in stock prices on the day of the halt (neither overreaction nor underreaction), with no decline in market liquidity. Using trade‐by‐trade data constructed on five‐minute trading intervals, we refine the daily results, and show that shocks in realized volatility are focused in the 10‐minute trading interval surrounding the halts. While circuit breakers provide a limited safety net for investors when their stocks are subject to severe volatility, they do not allow for a quick turnaround for stocks experiencing severe price decline events.     

Organizing a precarious black box: An actor‐network account of the Atlantic Schools of Business, 1980–2006

There is a growing use of actor‐network theory (ANT) throughout management and organization studies. While earlier ANT research used ethnography to “follow the actors” in the production of organization/knowledge, more recent studies use archival sources to examine developments over time. We extend the latter approach using qualitative social network analysis (SNA) and apply this to a case study of the Atlantic Schools of Business (ASB). Our contribution is two‐fold: first, through an examination of actors in the ASB networking processes over 26 years, we demonstrate how the seemingly stable surface of an organization can hide the precariousness of organizing; second, we reveal the potential fusion of ANT with SNA as a method for dealing with large qualitative datasets over long periods of time. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

CEO cash compensation determinants: an empirical examination of US airlines

This study empirically investigated the determinants of cash compensation for chief executive officers (CEOs) for US airlines in the post-9.11 period. After an analysis of 53 firm-year observations from 2002 to 2004, we found that the airline CEO cash compensation was positively correlated with the size and revenue efficiency of an airline firm whereas growth, debt use, profitability, and stock performance were irrelevant to the compensation. Larger airlines with better revenue-generating ability tended to offer high cash compensation to their CEOs. Our findings suggest that the pay-for-performance principle has yet to be fully implemented in the airlines industry. To minimize agency problems and enhance the firm value of US airlines, CEO compensation should be based not only on revenue efficiency but also on profitability and stock performance.     

Air Afrique: the demise of a continental icon

Although the rationale for multi-flag airlines' formation is rooted in contemporary strategic thinking, our understanding of their emergence and subsequent mass disappearances in the twentieth century remains an elusive issue. This article seeks to fill this void by examining the emergence, ascendency and demise of Air Afrique, an airline once seen as a symbol of regional integration in Africa. This examination takes a historical perspective and covers the period from 1961 to 2002. On the basis of this historical analysis, five distinct stages have been identified reflecting the firm's glorious days, precipitous decline and subsequent collapse. These are: the golden age; Africanisation; escalating indecision, escalating commitment and dissolution phases. Each phase provides insights into the deterministic and voluntaristic perspectives of organisational failure. The implications of the findings of this research for theory and practice are discussed.     

From founder to CEO: An entrepreneur's roadmap

Many entrepreneurs aspire to build an exceptional company, reap the rewards, and retain the CEO position at the end of the journey. Launching the startup is only the first step. The period of transition during which a startup grows up and becomes a scalable business is arguably the most critical time in the life of an emerging firm. I summarize the challenges of this period in a framework—the eight hurdles of transition—that outlines the essential steps in the evolution from a nascent startup into a disciplined organization capable of sustained and profitable growth. As the company engages the eight hurdles, the entrepreneur who aspires to retain the top position must embark on a parallel journey of personal and professional growth: the transition from founder to CEO. The skills, motivations, and behaviors that make a good entrepreneur are not the same as those required to lead a high growth organization. Using the literature and five scenarios from personal experience, I summarize the most commonly cited reasons for CEO replacement. Some are beyond the founder's control; most are not. I identify five shifts in perspectives and behaviors essential to retaining the CEO position and provide practical guidance for developing the founder's leadership capabilities.     

Manufacturer Support for a Partially Integrated Channel in South Korea: Power‐dependence vs. Marketing Effectiveness Perspective

This article introduces the unique context of a partially‐integrated channel (PIC) that incorporates both market and hierarchical governance forms. In so doing, it examines determinants of the manufacturer's support for a PIC. Using power‐dependence and marketing effectiveness theories, we collected data from 172 marketing managers in charge of PICs in 15 companies in South Korea. The results showed that from the power‐dependence perspective, demand volatility, manufacturer's competitive intensity, and channel concentration are positively related to a manufacturer's dependence on the retailer, which is positively related to the manufacturer's support for the PIC with a retailer. From a marketing effectiveness perspective, channel bonding and customer linking are positively associated with manufacturer marketing effectiveness, which is an antecedent to PIC support for a retailer. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.     

Editorial Essay On business theory and influential scholarship: What makes research interesting?

Couched within a theory of business, I explore what makes business scholarship influential and examine aspects that make a paper interesting to its audience. I present a framework that combines several attributes of influential scholarship and a model for interesting research. I provide examples of interesting scholarship and theorize as to why they are interesting and why they might be influential. I conclude with suggestions for what individuals and institutions can do to promote and sustain influential scholarship. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.     

The issue network: reshaping the stakeholder model

Who is a stakeholder? In this paper, stakeholders are defined in terms of who has a stake in an issue instead of who has a stake in a firm, and in so doing introduces the idea of an “issue network.” Drawing on concepts familiar to the social movements (sociology) and interest groups (political science) literatures, I argue that members of an issue network can be identified as those with grievances, resources, or opportunities. To illustrate this argument, I consider the issue of land use in the western United States, showing how various environmental organizations might fit into such a land use network. I conclude with the INSPIRE model, which locates my argument in this larger model of stakeholder management currently being constructed in the stakeholder literature. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.     

Use of internal and external sources of knowledge and innovation in the Canadian wine industry

Using a sample of 146 Canadian wine‐producing firms, I analyze the link between knowledge sources and innovation by examining the way in which different strategies influence a firm's capacity for innovation. I then examine which innovation strategies are more strongly linked to innovation and the extent to which there are differences amongst wine‐producing regions in Canada. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

Impacts of International Greenfield Investment on Firm Valuation

Our study examines the announcement effects of 343 international greenfield investments by 289 U.S. firms for their impact on shareholder wealth. This paper develops five hypotheses based on the positive‐multinational‐network hypothesis. The evidence indicates that market reactions to announcements by firms entering developing countries are more favorable than those entering developed countries. In addition, the results show that the wealth effect for firms entering a host country for the first time is greater than for those that are already operating within the country. As for the long run, greenfield firms have shown improvement in their operating performance and stock performance. Copyright © 2012 ASAC. Published by John Wiley & Sons, Ltd.