Training and organisational performance: A meta‐analysis of temporal,institutional and organisational context moderators

Drawing on systems theory, we conducted a moderated meta‐analysis of the training and organisational performance relationship using 119 primary studies. We examined the moderating effects of quality versus quantity of training, time, institutional and organisational context factors in the relationship between training and organisational performance. Our findings reveal that training is positively and directly related to organisational performance with no statistically significant difference between measures of training quality and quantity. We found that the relationship was stronger over time and that country performance orientation and country labour cost moderate the training and organisational performance relationship. We found no evidence for the moderating effects of the three organisational context moderators we examined (i.e. industry sector, organisational size and technology intensity). Finally, our results reveal that training type (i.e. general or firm‐specific) does not moderate the training and organisational performance relationship.     

Partnerships and production: Agriculture and polygyny in Tanzanian households

Women make important contributions to household food production in sub‐Saharan Africa. Women's agricultural productivity is often reduced, however, by inefficient intrahousehold allocation of agricultural resources. Complex marital structures found in polygynous households may complicate resource allocation. Using three waves of the Tanzania Living Standards Measurement Survey–Integrated Survey on Agriculture, we measure the effect of the marital structure, wife position, and plot management on agricultural productivity and input allocations. We find evidence of cooperation within polygynous households. Plots managed by husbands and wives in polygynous households produce more valuable crops, have higher yields, and are more likely to use fertilizer than their monogamous counterparts. Within polygynous households, we observe that plots jointly managed by husbands, first wives, and second wives (together) have significantly more family labor than plots managed by husbands and first wives. This result may provide evidence of different production technologies across plot managers within the same households.     

Big Data for Creating and Capturing Value in the Digitalized Environment: Unpacking the Effects of Volume,Variety, and Veracity on Firm Performance*

Despite significant academic and managerial interest in big data, there is a dearth of research on how big data impacts the long‐term firm performance. Reasons for this gap include a lack of objective indices to measure big data availability and its impact, and the tendency of studies to ignore the costs associated with collecting and analyzing big data, assuming that big data automatically delivers benefits to firms. Focusing on how firms create and capture value from big data about customers, we use the resource‐based view and three dimensions of big data (i.e., volume, variety, and veracity) to understand when the benefits outweigh the costs. Relying on the number of downloads of mobile device applications, we find that volume of big data has a negative effect on firm performance. This result suggests that the “bigness” of big data alone does not ensure value creation for a firm, and could even constitute a “dark side” of big data. Because big data variety—measured as the number of types of information taken per each application—moderates the negative effects of big data volume, simultaneous high values of volume and variety allow firms to create value that positively affects their performance. In addition, high levels of veracity (i.e., a high percentage of employees devoted to big data analysis), are linked to firms benefiting from big data via value capture. These findings shed light on the circumstances in which big data can be beneficial for firms, contributing to a better theoretical understanding of the opportunities and challenges and providing useful indications to managers.     

How Central Is Too Central? Organizing Interorganizational Collaboration Networks for Breakthrough Innovation

Firms increasingly look to collaboration with alliance partners in their quest for breakthrough innovation. But how does the position of a firm in its alliance network weighted by the centrality of its partners—a concept which we term “partner‐weighted alliance centrality”—and the heterogeneities in the types of partners that it cooperates with—in terms of its private‐public collaboration—influence this quest? Using longitudinal data from the U.S. pharmaceutical industry, we build alliance networks in the period 1985–2001 to investigate these questions. We show that, for breakthrough innovation, collaborating with more partners that are more central in alliance networks the better, but only to a point. Beyond that point, we find that the likelihood of achieving breakthrough innovation drops. Furthermore, and looking at the kinds of knowledge provided by the partners in each firm's alliances, we report that firms with a greater share of private partners, relative to public partners, suffer less from the diminishing benefits of collaboration with central partners when developing breakthrough innovation. Taken together, we make novel contributions about how to organize for breakthrough innovation, and provide actionable managerial advice in terms of selecting collaborative partners in alliance networks.     

A Personalistic Appraisal of Maslow’s Needs Theory of Motivation: From “Humanistic” Psychology to Integral Humanism

Abraham Maslow’s needs theory is one of the most influential motivation theories in management and organizational behavior. What are its anthropological and ethical presuppositions? Are they consistent with sound business philosophy and ethics? This paper analyzes and assesses the anthropological and ethical underpinnings of Maslow’s needs theory from a personalistic framework, and concludes that they are flawed. Built on materialistic naturalism, the theory’s “humanistic” claims are subverted by its reductionist, individualistic approach to the human being, which ends up in a needs-based ethics that understands goodness, virtue, and rights in instinctual, subjectivistic, and relativistic terms. Its moral imperative, “Be yourself!,” is either the materialistic fiat of genetic drives or the voluntaristic command of unbridled will. Significant implications for business educators, managers, and organizations are discussed, along with recommendations. Managerial theories and approaches that reduce personality to individuality are inconsistent with proper anthropological and ethical business principles. Adopting those individualistic theories may ultimately undermine organizational effectiveness, and the very essence of business as human activity and of management as human calling. Instead, personalistic anthropology and virtue ethics, rooted in Aristotelian–Thomistic thought, soundly account for properly human nature and the good life. Business educators and practitioners are encouraged to embrace this integral, truly humanistic framework for motivation, and management theory and practice.     

Catching Fire: Institutional Interdependencies in Union‐Facilitated Knowledge Diffusion

I find that school union representatives’ ‘boundary spanning’ communications throughout the school district predict the diffusion of knowledge between schools. Hence, my data reveal school union representatives as critical conduits for improvement‐related knowledge transfer and innovation. Yet, I also find that these external networks interact strongly with the level of workforce participation characterizing each school: The effects of external networks on internal knowledge diffusion are considerably stronger in more participative schools compared to less participative schools. This research contributes to industrial relations scholarship by demonstrating how union‐related institutions can foster unique social structures that directly strengthen innovation‐related capabilities, as well as how the efficacy of these networks depends on managerial norms at different areas of the organization. This study is also of timely practical relevance at a time when labour unions are increasingly painted as obstacles to, rather than potential facilitators of, improvement and innovation.     

Who is considered an ‘older worker'? Extending our conceptualisation of ‘older’ from an organisational decision maker perspective

A refinement of the construct of age, specifically ‘older’, is recognised as a critical measurement concern for experts in both ageing research and policy formation. In this context, we set out to both chronologically define an ‘older worker’ and to identify on what basis the age of ‘older’ is determined. In doing so, we draw on open‐ended survey data (collected in 2011) from a sample of 407 organisational decision makers across all industries in Ireland. Our focus was specifically on the perspective of organisational decision makers because these individuals will be instrumental in facing the challenges associated with workforce ageing. The results show that workers are considered as ‘older’ at a younger age than might be expected and that decision makers conceptualise workers as ‘older’ using various approaches in the organisational context. Our findings contribute to the literature in three ways: firstly, by providing an important empirically derived understanding of the term ‘older worker’; secondly, by empirically examining previously suggested ‘possible’ indicators of age; and thirdly, by demonstrating that these indicators are conceptually and empirically distinct, advancing theory on the concept of age in the workplace.     

Life cycle assessment in the food supply chain: a case study

This research aims at assessing the environmental impact of the poultry supply chain from cradle to grave using case study research and also life cycle assessment (LCA). While a limited number of generic poultry production LCA studies have been published, fewer yet assess the whole process of a specific organisation, none comparing the increased impact of further processing. Our results show that irrespectively of the impact assessment method utilised, the process of producing portions is considerably higher in total environmental impact due to the extra raw material required to produce the same mass into retail. Our research contributes to the growing number of LCA studies and could be used by practitioners for comparison against national and international averages. From a theoretical point of view, this research provides new insights into the relationship between vertically integrated supply chains and environmental performance which has not been examined in the past.     

Strategic investment flexibility for MNE success in Russia: Evolving beyond entry modes

Many American multinational enterprises (MNEs) are currently active in Russia despite the turbulence encountered in that transitional economy. Most seem to have entered as an extension of their global strategies with a long-term horizon. While some entered with considerable involvement and substantial investment, others followed a more cautious or incremental path. This article focuses on how MNE strategies have evolved after entry and describes six strategic approaches. Strategic investment flexibility is found to depend upon a company 's original entry strategy and tolerance for risk, as well as its assessment of the legal and political environment, industry conditions, market readiness for its products or services, competition, and the investment required to establish a sustainable competitive position. Keys to successful strategy development are drawn from the experiences of US MNEs which have established growing businesses in the vast Russian market. The strategies of such successful MNEs, however initiated upon entry, usually evolved to a relatively heavy investment position.     

When an NGO Takes on Public Participation: Preparing a Plan for a Neighborhood in East Jerusalem

It is often non‐governmental organizations (NGOs) that promote empowered participation processes, and assume active roles in leading them. However, the ability of NGOs to take on such processes is under‐theorized. In many cases empowered participation involving NGOs takes place without political support from above (or with limited or conditional support). Our goal in this article is to use a case study of participatory planning in East Jerusalem to theorize processes of empowerment in an oppositional political environment. We argue that it is useful to analyze such processes of empowered participation through the concept of power. We describe the process of empowerment as a speculative process in which the NGO has to hedge two mediums of power: it has to build the power of the community to discuss its own goals; and it has to simultaneously manage the transfer of decision‐making power from government bodies to the community.