Does downsizing improve organisational performance? An analysis of Spanish manufacturing firms

The objective of this study is to examine the effect of downsizing on corporate performance, considering a sample of manufacturing firms drawn from the Spanish Survey of Business Strategies for the 1993–2005 period. No significant difference in post-downsizing performance arises between companies that downsize and those that do not. Likewise, we find that substantial workforce reductions through collective layoffs do not lead to improved performance levels either. Downsizing may not, therefore, be a way for managers to enhance performance. This is particularly true of Spain, where the labour market is characterised by the ring-fencing of employees' rights and substantial severance costs.     

Should everybody be in services? The effect of servitization on manufacturing firm performance

The servitization of the manufacturing sector refers to the evolution of manufacturers' capabilities to offer services as complements to or substitutes for the goods that they produce. A vast literature has described these strategies and has shown that this phenomenon is widespread and growing in most developed economies. However, very little systematic evidence of the extent or consequences of servitization based on a comprehensive data set of firms exists. In this paper, we provide such evidence using exhaustive data for French manufacturing firms between 1997 and 2007. We find that the vast majority of French manufacturers sell services in addition to producing goods. The shift toward services is growing steadily but at a slow pace. We also estimate the impact of servitization on firm performance. Controlling for various sources of endogeneity bias, our most conservative results show that firms that start selling services increase their profitability by 0.4%, their employment by 2.1%, and their total sales by 0.6%. For small businesses, we also find a positive impact on the production of goods. We also uncover strong heterogeneity across manufacturing industries.     

How different are the regional factors of high-tech and low-tech start-ups? Evidence from Japanese manufacturing industries

This paper analyzes regional determinants of the start-up ratio in the Japanese manufacturing sector. A major contribution of this study is the comparison between high-tech and low-tech industries. The empirical results using a sample of 253 industrial districts suggest that business density, weight of the manufacturing sector, and the average business size significantly influence the start-up ratio in both high-tech and low-tech industries. Distinct differences between these industries were found with regard to the effects of human capital, research institutes, and the weight of high-tech industries.

How should a principal reward and support agents when firm performance is characterized by success or failure?

Principal‐agent models with multiple agents typically assume that the principal wishes to maximize the sum of the agents' achievements (net of the rewards paid to them). But in many settings, like R&D, all that the principal “needs” is that at least one agent will be “successful.” We identify settings where the principal actually wants agents to refrain from exerting high effort in order to save expected compensation. We show that the number of agents can decrease in the project's value for the principal. We also consider sequential efforts and investigate settings where the principal can provide support to agents.     

Do high performance work systems generate negative effects? How and when?

A high-performance work system (HPWS) is defined as a series of performance-enhancing human resource management practices. Many studies have demonstrated the positive relationship of HPWSs with organizational, group, and individual performance. However, evidence has indicated that HPWSs can also exert negative effects. In this paper, taking a dialectical view, we elaborate several propositions regarding why HPWSs have negative effects and when these negative effects occur, mainly from the perspective of employees. We also propose several research directions enriching knowledge of the relationship between HPWSs and organizational outcomes.     

Assessing the contingent effects of collaboration on agility performance in buyer–supplier relationships

Several studies in the buyer–supplier relationship literature have addressed the impact of collaboration on agility performance. While some studies have concluded that collaboration leads to beneficial effects, others have questioned the positive effects of collaboration on relationship performance. Drawing on contingency theory and transaction cost economics (TCE), we seek to better understand the linkage among collaboration, trust and agility performance in a buyer–supplier relationship. Further, we study the contingent influence of requirements certainty and supplier asset specificity, two key TCE constructs in buyer–supplier relationships, on the collaboration–agility performance relationship. We show that while trust mediates the impact of collaboration on agility performance, the indirect effect of collaboration on agility performance via trust is significant only beyond a threshold level of collaboration. The theoretical implication of this result is that the performance relationship is non-linear, a result that has not been recognized in current literature. The practical implication is that organizations need to establish a certain level of collaboration before its positive impact can be realized. In addition, we show that the impact of collaboration on agility performance in buyer–supplier sourcing relationships can be positive, negative or neutral depending on the levels of trust, supplier asset specificity and requirements certainty, emphasizing the need to develop contingency theories.     

Does government funding promote or inhibit the financialization of manufacturing enterprises? Evidence from listed Chinese enterprises

This study examines how government funding type affects the financialization of manufacturing enterprises in China and discusses the different impacts of environmental factors. Funding for production can induce managers to increase expenses and reduce main business income by assigning social objectives, promoting corporate financialization. However, state-owned enterprises (SOEs) may suffer from soft budget constraints and ignore short-term revenue; enterprises in competitive industries tend to hold cash for precautionary motivation. Therefore, their financialization is insensitive to government funding. In addition, funding for interest can inhibit corporate financialization by increasing debts for non-SOEs and those with financial background employees or facing strong financing constraints, because they are lacking in capital or sensitive to financial risks.     

Work performance: is it one thing or many things? The multidimensionality of performance in a Middle Eastern context

This paper aims at exploring the multidimensional nature of performance in a Middle Eastern country. Using eighteen-item scales, 1,000 employees from twenty industrial firms were surveyed, representing the three managerial levels, i.e. top, middle and bottom management. Both self-performance ratings (SPR) and immediatesupervisor-performance ratings (ISPR) were used to examine the dimensionality of performance. The study results revealed that performance is a multifaceted concept, and that it comprises five factors. Both SPR and ISPR were found to be multidimensional constructs. The implications of the results for both researchers and practitioners are also discussed in the paper.     

Friend or foe? The impact of high‐performance work practices on workplace bullying

The aim of this paper is to examine the relationship between high‐performance work practices (HPWPs) and workplace bullying and identify possible mediators. The study presents hypotheses based on two competing perspectives: a mutual gains perspective, arguing that HPWPs lead to higher perceptions of justice and less role conflict, thereby reducing the risk of bullying; and, a critical perspective, arguing that HPWPs lead to work intensification and competition among colleagues, and thereby to more bullying. A two‐wave survey (n = 209) was conducted among business professionals in Finland. The results show that HPWPs are associated with less bullying, and justice and role conflict mediated the relationship. Thus, the results provide support for the mutual gains perspective on HPWPs, challenging prevailing assumptions in the bullying literature that suggest performance‐enhancing HR practices are a risk factor. Instead, the results point to the significance of HPWPs as an important tool to prevent bullying.     

Human factors in the transfer of the ‘Japanese best practice’ manufacturing system to Singapore

A detailed examination of the practices reported by managers in thirty-one affiliates of Japanese companies engaged in manufacturing in Singapore revealed a high degree of conformity with the Japanese best practice (also known as ‘lean production’) model in the way work is organized and in the shop-floor level manufacturing practices, but greater conformity to host country norms in the HRM practices applied to the local work-force. This is consistent with the patterns reported in the existing literature regarding Japanese transplants in other countries, including the US and the UK. Strong statistical relationships were found in the Singapore study among the work organization cluster, the manufacturing practices cluster, and the performance outcomes. No significant relationships were found between the HRM cluster and any of the ‘downstream’ variables (work organization, manufacturing practices or performance outcomes), but relatively heavy reliance on expatriates was found to be highly related to work organization, manufacturing practices and performance outcomes. These findings suggest that heavy reliance on expatriates may function as an alternative to Japanese-style HRM practices in situations where it would be unduly difficult or costly to extend the whole package of Japanese-style HRM practices to the local work-force.     

Environmentally sustainable or economically sustainable? The effect of Chinese manufacturing firms' corporate sustainable strategy on their green performances

Environmentally and economically sustainable strategies are predicted to influence the public perception of a firm's green performance in terms of environmental protection as well as corporate social responsibility as a whole. We empirically tested this prediction with the data from 214 Chinese manufacturing firms. Our empirical findings showed that firms' environmentally sustainable strategies are more important compared with the economic ones in shaping firms' green performances. Moreover, we also found a significant moderating effect of employees' education on the relationship between the two sustainable strategies and firms' green performances. We explain the findings and conclude with a discussion of the implications of our findings for academic researchers and practitioners.     

Assessing the impact of the manufacturing executive’s role on business performance through strategic alignment

Many researchers over time have stressed the importance of incorporating the manufacturing perspective in the formulation of business strategy. Prior work in this area has tended to focus primarily on the involvement of the manufacturing executive in strategic decision making processes, while relatively little attention has been given to the level of influence enjoyed by the manufacturing executives. This study jointly examines the role of both influence and involvement in achieving better business performance, which we posit is expected to occur through alignment between the organizational and manufacturing strategies rather than directly. A research model based on procedural justice and strategic information management literature is proposed to represent this phenomenon. Structural equation modeling is used to empirically test the research model and its related hypothesis on the basis of data collected from 202 senior manufacturing executives representing mid to large sized firms from diverse industry groups across the US. In addition, interviews with a sub-sample of respondents are used to further explore the contextual nature of these relationships. The results indicate that involvement and influence are indeed two different, but highly related, aspects of the manufacturing executive s role. The interviews revealed numerous differences between the two with respect to achieving each and individual benefits derived from them. As expected, both involvement and influence are important determinants of strategy alignment with influence appearing to play a more substantive role. More importantly, it is this alignment that affects business performance. Implications of our findings for improving manufacturing practice, along with possible avenues for future research directions in this area, are also provided.     

Do manufacturing entrepreneurs in Australia have (or develop) a productivity advantage?

Journal of Productivity Analysis - Young firms are integral to productivity enhancing resources reallocation. However, manufacturing entrepreneurs in Australia are quite unproductive upon entry....     

Environmental management certification and environmental performance: Greening or greenwashing?

This article analyzes the contribution of certifiable environmental management standards—such as ISO 14001 and the Eco‐Management and Audit Scheme (EMAS)—to corporate environmental performance. Based on a content analysis of 414 third‐party‐verified environmental statements from EMAS‐registered Spanish organizations, which included information for around 6,700 detailed indicators, a weak improvement in environmental performance was found. Less than half of the analyzed indicators—namely, 48.27%—revealed a net improvement. Similarly, analysis of the justifications of the registered companies for the lack of improvement points to a rather symbolical adoption of the certification, intended to do only the bare minimum. These findings call into question the prevailing opinion about the positive impact of voluntary certifiable environmental management standards on environmental greening. Implications for managers and public policy makers, as well as for other stakeholders, are discussed.     

Smart money or dumb money? A study on the selection ability of mutual fund investors in China

We examine investors’ mutual fund selection ability in China. Using actively managed equity mutual funds between 2005 and 2011, we find that Chinese investors generally have no mutual fund selection ability, a result contrary to the smart money effect in the United States. We show that mutual funds that receive more new money subsequently underperform significantly. The findings are robust to several risk-adjusted performance measures. The unique data of China provide separate accounts of institutional and individual investors’ new money flowing into and out of mutual funds, allowing us to examine the mutual fund selection ability of institutional and individual investors. We document that institutional investors exhibit a smart money effect, that is, they are able to move new money into (out of) future good (poor) performers. In contrast, individual investors exhibit a dumb money effect. Our results provide useful information for regulators to review their rules, especially for the protection of individual investors regarding mutual fund investing in China. In addition, we show that it is useful to distinguish institutional and individual investors in mutual fund research.     

Do people trust more when they are happy or when they are sad? Evidence from an experiment

This paper deals with the role played by incidental emotions on trust decisions. Based on a laboratory experiment with monetary incentives, we explore the way positive and negative emotions impact transfers in a trust game. In addition, we investigate the mechanism through which risk intervenes in the relationship between emotions and trust. Our results suggest that negative emotions influence trust positively, whereas positive emotions decrease trust. This effect disappears once risk is included to the game. Furthermore, we found that transfer in the trust game is driven by other‐regarding preferences and by risk preferences.     

How to foster collaborative performance management? Key factors in the US federal agencies

ABSTRACT

Public employees are urged to be tireless collaborators and skilled performance managers, but can they be both at the same time? We describe two approaches to collaborative performance management observed in the US federal performance system: interagency collaboration to achieve cross-agency goals, and intra-agency collaboration to achieve agency goals. We find that some factors that reinforce intra-agency collaboration – accountability to agency goals, investment in the agency performance system – fail to support, or even undercut, interagency collaboration. However, other factors – seniority, participation in goal-setting, and goal salience – can encourage both types of collaborative performance management.     

Forecasting by factors,by variables,by both or neither?

We consider forecasting with factors, variables and both, modeling in-sample using Autometrics so all principal components and variables can be included jointly, while tackling multiple breaks by impulse-indicator saturation. A forecast-error taxonomy for factor models highlights the impacts of location shifts on forecast-error biases. Forecasting US GDP over 1-, 4- and 8-step horizons using the dataset from Stock and Watson (2009) updated to 2011:2 shows factor models are more useful for nowcasting or short-term forecasting, but their relative performance declines as the forecast horizon increases. Forecasts for GDP levels highlight the need for robust strategies, such as intercept corrections or differencing, when location shifts occur as in the recent financial crisis.     

What governs firm-level R&D: Internal or external factors?

Two parallel streams of research investigating the determinants of corporate R&D exist: one from economics and the other from management. The economists’ variables tend to reflect the firm’s external environment while the explanatory variables used by management scientists are commonly internal to the firm. This paper combines both approaches to test for the relative importance of each type of factor using firm-level data on large Australian companies from 1990 to 2005. Our evidence suggests that most of a firm’s R&D activity can be explained by time-invariant factors which we believe relate to internal and specific characteristics such as the firm’s managerial dimensions, competitive strategy and how it communicates with employees. Of the remaining time-varying portion, we find that past profits, the rate of growth of the industry and the level of R&D activity over the firm’s industry is pertinent. These results are suggestive since we cannot clearly identify the extent to which the firm’s internal behaviour is conditioned by its external environment.     

For green or not for green? The effect of cooperation goals and type on environmental performance

Although many scholars have demonstrated that companies engaged in collaborations achieve better environmental performance than other companies, existing studies have not analyzed in depth whether this effect changes considering the characteristics of cooperation. Our paper aims to explore whether collaboration with other companies always has a positive effect on environmental performance or whether it depends on cooperation goals, collaboration type, or company size. Empirical analysis based on a sample of 773 European companies demonstrated that an external source of knowledge is an important way to foster firms' environmental proactivity, especially when environmental goals are shared at the basis of collaboration. Second, we verified that companies involved in JVs with environmental goals achieve greater environmental performance than companies that use M&As to acquire external knowledge. Finally, we demonstrated that it is more important for small companies to be involved in environmental collaboration than larger ones.