Understanding the Innovation Behavior of Family Firms

This paper examines innovation behavior in family firms, analyzing their innovation efforts, sources, and results. Its underlying premise is that innovation behavior depends on the firm's resource endowment and the level of risk inherent in the decision to innovate, factors that make family involvement an influential characteristic in innovation processes. Using a large sample of Spanish firms, the findings show that family firms perform fewer innovation efforts and are less inclined to turn to external sources of innovation—such as technological collaboration—than nonfamily firms. Finally, family firms are more likely to achieve incremental innovations than radical innovations.     

Family Firms and Labor Productivity: The Role of Enterprise‐Level Bargaining in the Italian Economy

We investigate the role of Italian firms in labor productivity performance. We find that family‐owned firms have lower labor productivity than their non‐family counterparts. In a second step, we estimate the role of firm‐level bargaining (FLB) to determine whether family‐controlled firms that adopt this type of bargaining may partially close the gap in terms of labor productivity with their non‐family competitors. Our results, obtained through IV estimation to control for endogeneity bias, suggest that enterprises under family governance achieve significant labor productivity gains—greater than those achieved by their non‐family counterparts—when they adopt firm‐level bargaining.     

Does Board Gender Diversity Have a Financial Impact? Evidence Using Stock Portfolio Performance

There is growing regulatory pressure on firms worldwide to address the under-representation of women in senior positions. Regulators have taken a variety of approaches to the issue. We investigate a jurisdiction that has issued recommendations and disclosure requirements, rather than implementing quotas. Much of the rhetoric surrounding gender diversity centres on whether diversity has a financial impact. In this paper we take an aggregate (market-level) approach and compare the performance of portfolios of firms with gender diverse boards to those without. We also investigate whether having multiple women on the board is linked to performance, and if there is a within-industry effect. Overall, we do not find evidence of an association between diversity and performance. We find some weak evidence of a negative correlation between having multiple women on the board and performance, but that in some industries diversity is positively correlated with performance.     

A comparison of new firm financing by gender: evidence from the Kauffman Firm Survey data

This study uses data from the new Kauffman Firm Survey to explore gender differences in the use of start-up capital and subsequent financial injections by new firms. We find that, consistent with previous studies, women start their businesses with significantly lower levels of financial capital than men. A new finding from this research is that women go on to raise significantly lower amounts of incremental debt and equity in years two and three. These results hold even controlling for a variety of firm and owner characteristics, including the level of initial start-up capital and firm sales. Our findings also reveal that women rely heavily on personal rather than external sources of debt and equity for both start-up capital as well as follow-on investments. Our findings have implications for further research into gender differences in financing sources and strategies and business outcomes.     

Innovation strategies,innovator types and openness: a study of KIBS firms in Spain

This paper studies the determinants of innovation strategies in knowledge-intensive business services, by examining the relationship between these strategies and two dimensions of innovativeness: the type of innovator (internal, collaborative or external) and the degree of openness (reliance on internal or external information sources). First, we describe the characteristics of innovator types and their degree of openness. Second, we investigate the extent to which different innovation strategies—determined by examining innovation expenditures and cooperation in innovation—are associated with different innovator types and with different degrees of openness. The data used in this paper are part of the Technological Innovation Panel carried out by the Spanish National Institute of Statistics. The results obtained show that innovation strategies do not lead in any mechanical way to a higher or lower degree of openness. The recognition of the importance that external knowledge can have for innovation is not incompatible with the existence of firms that prefer to rely mainly on their internal capacities to innovate. However, it seems that when firms decide to cooperate for innovation, they are more likely to innovate collaboratively than in isolation.     

Gender Diversity in the Boardroom and Firm Performance: What Exactly Constitutes a “Critical Mass?”

The under-representation of women on boards is a heavily discussed topic—not only in Germany. Based on critical mass theory and with the help of a hand-collected panel dataset of 151 listed German firms for the years 2000–2005, we explore whether the link between gender diversity and firm performance follows a U-shape. Controlling for reversed causality, we find evidence for gender diversity to at first negatively affect firm performance and—only after a “critical mass” of about 30 % women has been reached—to be associated with higher firm performance than completely male boards. Given our sample firms, the critical mass of 30 % women translates into an absolute number of about three women on the board and hence supports recent studies on a corresponding “magic number” of women in the boardroom.     

Is organizational slack honey or poison? Experimental research based on external investors' perception

Organizational slack is an important topic in the organization literature. The extant research has documented both the positive and the negative attributes of slack. However, regarding the effect of organizational slack on external investors' investment decisions, little is known. Based on insights drawn from the signaling and cognitive bias literature, this study proposed that organizational slack provides a signaling effect for external stakeholders and positively affects their subsequent decision making. We further proposed that external stakeholders are subject to the influence of cognitive bias and that the strength of the positive effect of slack is contingent on the context of the organization being a state-owned or a private firm. An experimental research design was used to test these hypotheses. Consistent with our predictions, we found that organizational slack has a positive signaling effect on external investors' investment decisions and that this positive effect is weaker in state-owned firms than in private firms. The contributions and implications of this study are also discussed.     

Gender Diversity on European Banks’ Boards of Directors

This article investigates the gender diversity of the corporate board of European Union banks. Employing a large sample of 612 European banks from 20 European countries, it identifies organizational characteristics that could be predictive of women??s presence on bank boards. We identify three factors that play a particularly important role in defining bank board gender diversity. First, the proportion of women on the board is higher for lower-risk banks. We argue that there may be some statistical discrimination behind this relation, although it could also be explained by a real risk-aversion hypothesis. Second, banks with larger boards have a higher proportion of women on their boards, which could be considered a signal of some kind of preference for homogeneity on small boards. Finally, banks that have a growth orientation are more prone to include women on their board, since they may be seen as providers of diverse external resources that are more valued by firms operating under critical circumstances.     

Price and quality decisions by self-serving managers

We present a theory of price and quality decisions by managers who are self-serving. In the theory, firms stress the price or quality of their products, but not both. Accounting for this, managers exploit any uncertainty about the cause of market outcomes to credit positive results to the dominant, “strategic” factor and blame negative results on the other—as doing so is psychologically rewarding. The problem with biased attributions, however, is that they prompt biased decisions. We motivate this argument with evidence from one experiment and then develop a model to understand the cost of the bias under different market conditions. Counter to intuition, we find that firms in a competitive setting can profit from the self-serving nature of their managers.     

Long-lasting bank relationships and growth of firms

A puzzling but consistent result in the empirical literature on banking is that firms with close bank ties do not grow faster than bank-independent firms. In this paper, we reconsider the link between relationship lending and firm growth, distinguishing firms by size and expansion/contraction conditions. The idea is that the beneficial effects of relationship lending on information asymmetries can be compensated by other negative capture, risk, and externality effects which make relational banks reluctant to support long-term growth projects of client firms, and that the strength of these compensating effects varies with firm size and health status. We explore the influence of long-lasting bank relationships on employment and asset growth of a large sample of Italian firms. The main finding is that relationship lending hampers the efforts of small firms to increase their size, while it mitigates the negative growth of troubled, medium–large enterprises.     

Women’s Self-Initiated Expatriation as a Career Option and Its Ethical Issues

Women are underrepresented in managerial positions and company international assignments, in part due to gender discrimination. There is a lack of fair and just treatment of women in selection, assignment and promotion processes, as well as a lack of virtue shown by business leaders in not upholding the principle of assigning comparable women and men equally to positions in management and postings abroad. Female professionals, however, initiate their own expatriation more often than they are assigned abroad by their company, and usually as often as men self-expatriate. What causes women to self-initiate expatriation? Women’s proactivity, in part an attempt to redress the disadvantage they face in managerial career advancement, appears influential, as are career and family motivations. Indeed, during expatriation, women fare well in their career and they repatriate only at the same rate as men. Compared with men, however, women repatriate less often for career than for family reasons. On their return, despite their international experience, women do not gain as much of a financial return on their investment in self-expatriation as do men, suggesting that women may suffer unfair, non-meritorious treatment at home. Overall, self-initiated expatriation provides a new, gendered, social context for researching women’s career advancement. The ethical issues associated with women’s self-expatriation – a lack of fairness and justice in selection, assignment and promotion decisions, and a lack of virtue shown by business leaders in upholding fair and just human resource decisions by gender – suggest practical avenues to resolve these issues.     

The Influence of Funding Approaches,Growth Expectations,and Industry Gender Distribution on High‐Growth Women Entrepreneurs

This study examines three key aspects of entrepreneurship associated with women business owners and their ability to achieve high growth: debt versus equity financing, growth expectations, and industry gender distribution. We present a number of theoretical lenses spanning disciplines such as gender studies, entrepreneurship, social psychology, and finance. Using longitudinal data from U.S. startups over an eight‐year period, our research reveals a number of interesting findings. We find that, proportionally, high‐growth women entrepreneurs are more likely to finance their growth with personal and business equity funding. Additionally, women‐owned firms in “feminine industries” are more likely to achieve high growth than women‐owned firms in “non‐feminine industries.”     

How Financially Literate Are Women? An Overview and New Insights

We document strikingly similar gender differences in financial literacy across countries. When asked to answer questions that measure knowledge of basic financial concepts, women are less likely than men to answer correctly and more likely to indicate that they do not know the answer. Both young and old women show low levels of financial literacy. Moreover, women for whom financial knowledge is likely to be very important—for example widows or single women—also know little about concepts relevant for day‐to‐day financial decisions. The gender differences are present for very basic as well as more advanced measures of financial literacy. This is important because financial literacy has been linked to economic behavior, including retirement planning and wealth accumulation. Women live longer than men and are likely to spend time in widowhood. Thus, improving women's financial literacy is key to helping them prepare for retirement and promoting their financial security.     

Crisis challenges of small firms in Macao during the COVID-19 pandemic

This research develops a framework that combines crisis stages, stakeholder engagement, and crisis challenges. The framework is applied to small firms in Macao during the 2019 novel coronavirus disease (COVID-19) pandemic crisis. We conduct a qualitative study based on semi-structured interviews with the leaders of six small firms in Macao. The findings suggest that the COVID-19 pandemic has turned into a “normal” context, which blurs the traditional crisis termination stage. We also find that participating firms engage more with internal stakeholders than external ones. The strategies adopted by small firms include flexible human resource (HR) practices, cost reduction, enhancing customer relations, and using government support schemes. These strategies are effective in the short term; firms need to pay attention to diversity and learning for the long term.     

What a difference a word makes: Understanding threats to performance in a VUCA world

VUCA is an acronym that has recently found its way into the business lexicon. The components it refers to—volatility, uncertainty, complexity, and ambiguity—are words that have been variously used to describe an environment which defies confident diagnosis and befuddles executives. In a ‘VUCA world,’ both pundits and executives have said, core activities essential to driving organizational performance—like strategic planning—are viewed as mere exercises in futility. VUCA conditions render useless any efforts to understand the future and to plan responses. When leaders are left with little to do other than wring their hands, organizational performance quickly falls at risk. In this installment of Organizational Performance, we demonstrate that by overlooking important differences in the conditions that volatility, uncertainty, complexity, and ambiguity describe, we have disempowered leaders. We show how leaders can appreciate the differences among each of these challenging situations in order to properly allocate scarce resources to preserve and enhance organizational performance.     

A blueprint to build women chief executive officers globally

The purpose of this article is to offer a blueprint to build women chief executive officers (CEOs) globally. It outlines essential qualities for women CEOs. It explains CEO acumen and offers tools and techniques for women to excel as CEOs. It draws a blueprint for global organizations to build women CEOs. It differentiates between women and men leaders. It emphasizes women can make better leaders than men. It illustrates with inspiring examples of women leaders including Melinda Gates, Michelle Obama, Hillary Clinton, Angela Merkel, Indra Nooyi, Ursula Burns, Meg Whitman, and Sheryl Sandberg. It implores women to seize the opportunities to break the glass ceiling to excel as CEOs. It enlightens the society cannot grow when one sex is denied with opportunities. It calls upon men to empathize with women and extend their hands with a big heart to groom them as CEOs. It advocates gender equality globally. It concludes women leaders must express their ambition in the early stage of their careers and work hard consistently and relentlessly with a focus and vision to excel as CEOs globally.     

Too big to succeed or too big to fail?

It is often argued that smaller/younger firms are more innovative than older/larger firms—the latter may be “too big to succeed.” We show in the context of a simple industry model with consumer search frictions why evidence suggesting that smaller or younger firms are more successful at innovation may be subject to sample selection bias. Specifically, smaller more recent entrants may appear to innovate more successfully simply because unsuccessful larger incumbent firms’ size advantage enables them to survive when unsuccessful smaller ones cannot—they may be “too big to fail.”     

Illuminating the foundational role that mindsets should play in leadership development

Mindsets are individuals’ mental lenses that selectively organize and encode information, thereby orienting them toward a unique way of understanding their experiences and guiding them toward corresponding actions and responses. Decades of research have demonstrated that mindsets are foundational to how individuals process and operate. Despite this research, mindsets have largely been overlooked by practitioners when developing leaders. In this article, we seek to illuminate the foundational role mindsets play in leadership effectiveness to elicit greater emphasis on mindsets in leadership development. To do so, we explore what mindsets are, why they are so important for leadership development and effectiveness, and which mindsets leaders could further develop to operate more effectively. Specifically, we review the research associated with four different sets of mindsets—(1) fixed and growth mindsets, (2) goal orientations, (3) implemental and deliberative mindsets, and (4) prevention and promotion mindsets—to demonstrate how each affects leaders’ effectiveness. We conclude by discussing how leadership developers and leaders themselves can focus on mindsets to improve leadership effectiveness.     

Does gender diversity on corporate boards increase risk‐taking?

We study the impact of board gender diversity on firm risk‐taking in a developing market. Our study is drawn from a sample of 30 Tunisian‐listed firms between 1997 and 2010. First, we found that women have a risk perception that leads to risk avoidance behaviour: the presence of women directors, even when there is one woman director, is positively associated with cash ratio. Second, we showed no significant relationship between board gender diversity and the propensity to take strategic or financial risk‐taking. Third, the presence of state officer/bureaucrats and/or politically connected women have a positive effect on cash holding and investment opportunities. Finally, we found that foreign investors do not invest in firms with gender‐diverse boards. We conclude with a discussion of contributions to scholarship and practice, and present avenues for future research. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.