When does the manufacturing reshoring strategy create value?

Reshoring has gained a lot of attention recently by academics and practitioners alike, and is promising to become even more relevant in the aftermath of the COVID-19 pandemic. Building on earlier research on the effects of reshoring announcements on the short-term market value of the firm, this work employs an event-study methodology and aims to understand under which circumstances the market perceives reshoring as potentially more (or less) value-creating. The analysis of a sample of 64 reshoring instances from 2005 to 2019, announced by 54 firms from eight developed economies, suggests that investors are more confident in the firm's future cash-flow potential when: a) it invests in productive activities at home, instead of overseas, i.e. ‘kept-from-offshoring’ (as opposed to actual relocations of activities, i.e. ‘back-reshoring’); b) the reshoring instance is communicated as a ‘plan’ (rather than a fixed ‘decision’); c) no state- or government-induced financial incentives are involved; d) the motivations are primarily ‘cost-efficiency seeking’ (rather than ‘customer perceived value seeking’).     

Recognizing the benefits of diversity: When and how does diversity increase group performance?

Diversity does not only bring positive consequences. It has often been recognized that heterogeneity in teams can reduce intra-group cohesiveness, and that it can lead to conflicts and misunderstandings which, in turn, can lower employee satisfaction, citizenship behaviors and increase turnover. On the other hand, there is also evidence for performance-increasing effects of diversity because it can improve creativity and innovation through the team members' greater variety of perspectives. Little is known, however, about the conditions and the psychological mechanisms required for increasing group performance under diverse settings. Answers to research questions such as how and when diversity influences performance at work are still limited. The purpose of the paper is to provide theoretical answers to these questions by proposing a model of managing diversity which draws on social psychology theories. The model brings a new perspective by identifying the process of learning from one another's identity within a group. This process underlies two different levels of mechanisms (individual and group level). The model proposes that when these social psychological mechanisms are activated, diversity will lead to an increase in group performance. The model also suggests that collective identity is salient and when psychological safety climate are the psychological conditions that activate these mechanisms.     

When and why does transformational leadership influence employee creativity? The roles of personal control and creative personality

This study develops and tests a model of the underlying mechanisms linking transformational leadership and employee creativity using a sample of 240 matched middle‐level manager and front‐line supervisor dyads from a large foreign joint‐venture company in China. We propose that personal control and employee creative personality serve as a unique psychological mechanism and an important boundary condition to simultaneously influence the relationship between transformational leadership and employee creativity. Results of moderated‐mediation analyses provided support for our conceptual model, showing that transformational leadership was positively related to personal control, which also had a positive impact on employee creativity. Furthermore, creative personality was found to moderate the relationship between transformational leadership and personal control, which in turn, mediated the joint effect on employee creativity. Findings of this study provide insights into the research on leadership development and work design in HRM, which can inform human resource managers to design effective strategies and systems that can increase employees' creativity.     

Marketing firm performance: When does marketing lead to financial gains?

The research investigated whether economic context and prior financial reinforcement/punishment moderate the effectiveness of marketing behavior in generating gains for the firm. An experiment with a longitudinal design was conducted using 1,759 companies from 2000 to 2017. The results demonstrate that marketing is effective in gaining market share when the country's economy is growing. In contrast, it increases return on assets and Tobin's Q when the country's economy is in recession, this increase being maximized when the company was financially reinforced. The study helps explain the circumstances in which marketing activities boost firms' financial gains.     

When does inward technology licensing facilitate firms' NPD performance? A contingency perspective

Many firms find inward technology licensing (ITL), as a means to access external technological knowledge, an effective and relatively inexpensive way for new product development (NPD). However, although the literature has suggested some advantages and disadvantages of ITL with respect to NPD, the relationship between ITL and licensee firms' subsequent NPD performance has not yet been found convincingly evident. Sharing with many other likeminded scholars and practitioners, we believe that the dynamics between external knowledge, internal capability, external environment, and firm performance should be investigated through a contingency perspective. Thus, this study posits that a firm's propensity to develop new products through ITL is contingent upon two categories of contingency factors that are internal and external to firms. Using a dataset containing information about Chinese firms' licensing activities, we find support for our hypotheses: the positive relationship between ITL and NPD performance of a licensee firm is moderated by firms' absolute and relative absorptive capacity and the knowledge endowment in the region where the licensee firm operates.     

Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation?

This article examines the effect of specific new public management (NPM)-related characteristics to explain innovation-oriented culture within public sector organizations. According to NPM doctrines, an enhanced managerial autonomy combined with result control will stimulate a more innovation-oriented culture in such organizations. Using multi-country survey data of over 200 public sector agencies, we test for the influence of organizational autonomy, result control and their interactions, on innovation-oriented culture. High levels of managerial autonomy and result control have independent and positive effects. However, the interaction between high personnel management autonomy and high result control has a negative effect.     

Design for procurement: What procurement driven design initiatives result in environmental and economic performance improvement?

This study examines the role of procurement professionals in new product design. Specifically, it evaluates which factors play an important role in driving design for procurement (DFP) environmental and economic results. The factors early supplier involvement, standardization, lead time reduction, environmental sourcing, supply base maintenance, and core competence focused sourcing are regressed on diverse DFP performance outcomes. Data were collected via survey for a series of procurement focused items capturing the activities and characteristics for new product design and performance. Several major findings were supported through the analysis that enhance academic and managerial knowledge. Standardization positively impacted economic performance measures that focused on new product development and operational outcomes. Supply based maintenance was the strongest DFP initiative driving operational performance. Environmental sourcing positively affected all environmental performance measures, but was not related to economic performance.     

When does virtuality help or hinder teams? Core team characteristics as contingency factors

In this paper, we seek to encourage scholars to consider how reliance on technology-mediated communications can bring both promises and perils to team-based work structures. Specifically, we argue that a team's core characteristics (including skill differentiation, temporal stability, and authority differentiation) will differentially affect the challenges and opportunities presented by the team's reliance on virtual means of communication. First, we will discuss how varying degrees of each core characteristic can affect outcomes when teams rely on virtual communication. We then propose how configurations of the three characteristics and virtuality can enhance understanding in both research and practice. We advance propositions that we hope will serve as a starting point for scholarly discussion about how the literature on virtual teams can leverage the existing theories and knowledge on team structure and interdependencies.     

When do Firms go in for Growth by Acquisitions?

This paper analyses the incidence of acquisitions, and the determinants of expenditure or acquisitions, in a sample of 110 UK quoted companies, 1970–89. Financial variables, especially those related to Jensen's ‘free cash flow’ theory of acquisitions are found to be significant, notably for dominant firms. But there is little support for the inclusion of market structure variables which seek to capture the strategic role of acquisitions as an instrument of competition in oligopolistic markets.     

What does money and credit tell us about real activity in the United States?

We analyse the forecasting power of different monetary aggregates and credit variables for US GDP. Special attention is paid to the influence of the recent financial market crisis. For that purpose, in the first step we use a three-variable single-equation framework with real GDP, an interest rate spread and a monetary or credit variable, in forecasting horizons of one to eight quarters. This first stage thus serves to pre-select the variables with the highest forecasting content. In a second step, we use the selected monetary and credit variables within different VAR models, and compare their forecasting properties against a benchmark VAR model with GDP and the term spread (and univariate AR models). Our findings suggest that narrow monetary aggregates, as well as different credit variables, comprise useful predictive information for economic dynamics beyond that contained in the term spread. However, this finding only holds true in a sample that includes the most recent financial crisis. Looking forward, an open question is whether this change in the relationship between money, credit, the term spread and economic activity has been the result of a permanent structural break or whether we might return to the previous relationships.     

Does organizational culture play a role in the development of psychological distress?

The aim of this article is to analyze the extent to which organizational culture contributes to the symptoms of psychological distress in the workforce. Integrating organizational culture and work organization conditions makes it possible to examine how culture is associated with the various components of work organization conditions, and how these conditions might relate to symptoms of psychological distress in employees. Data from the SALVEO study were collected in 2009–2012 from a sample of 1824 individuals nested in 60 Canadian workplaces. Multilevel regression models were used to analyze the data. After controlling for individual and family characteristics, only group and rational cultures were associated with psychological distress, but both type of organization cultures were mediated by work organization conditions. Group culture is indirectly associated with lower levels of psychological distress since it favors lower levels of psychological demands and job insecurity. Rational culture is indirectly associated with higher levels of psychological distress because it favors higher psychological demand levels. The results obtained highlighted the importance of including variables relating to broader organizational context in models examining stress in the workplace.     

Modeling the time to an initial public offering: When does the fruit ripen?

This paper uses a duration model to examine credit unions who have converted to mutual savings institutions. We investigate the characteristics that they possess which might influence the probability that they subsequently demutualize and become publicly traded banks. Our key findings are as follows. First, we find evidence of positive duration dependence in the data we examine. Second, we find that the hazard of an IPO issue increases in two waves. The first occurs between 3 1/2 years to 4 years reflecting the increased transition intensity for those who wish to demutualize early. However, the majority of the institutions in our sample do so by approximately 8 years after conversion, and this is where the second spike in the hazard occurs. Finally, upon estimating the model with Cox’s (Biometrika 62:269–276, 1975) semi-parametric partial likelihood approach, we find the probability that a converted institution will issue an IPO is influenced to a large extent by various measures that capture asset quality, in particular through measures that are equity driven. However, contrary to what is found in the literature on bank transformation, we find that the size of an institution does not appear to influence the hazard rate within this industry.     

How does PLM technology support knowledge transfer and translation in new product development? Transparency and boundary spanners in an international context

Information Technology is often viewed as imposing too much standardization and limiting flexibility in New Product Development (NPD). This paper aims at understanding how the use of Product Lifecycle Management Technology (PLM) contributes to knowledge sharing in an international NPD environment. The research is based on a longitudinal case study of a consumer goods industry group and involved development teams in Europe and local suppliers in China. Knowledge transfer and translation were observed through the reduction of communication glitches among members and increased NPD work with Chinese suppliers. The results of the case study indicate that (1), with an important codification effort, the use of PLM technology resulted in higher data and network transparency and enhanced knowledge transfer; (2) PLM served as a particularly useful tool for knowledge translation especially for boundary spanners in their work relationships. While PLM can be considered the main mechanism for knowledge transfer in this context, the case suggests that knowledge translation requires a boundary spanner intervention and that, with the use of PLM, they reinforce each other. Particularly noteworthy was a positive shift in the boundary spanners' roles from the project leader to the outsourcing engineer. In turn, this unintended consequence reinforced their credibility and the legitimacy of the use of the system with the Chinese suppliers.     

Self-Organization and the Role of Government: How and why does self-organization evolve in the shadow of hierarchy?

Self-organization is a concept that is often used to legitimize a government’s retreat from sectors in which it has traditionally played a vital role. In this article, we analyse how the emergence of new welfare services is mutually shaped by factors that stimulate self-organization among citizens and by meta-governing interventions by local governments. Self-organization seems to takes place in the shadow of a government hierarchy: either a fear-based one or a benevolent one. Boundary spanners play an important role in establishing these new arrangements, thereby making use of, and developing, trustworthy relationships between citizen groups and government.     

Firms' human resource in information system and sustainable performance: does their organizational identity matter?

Research suggests that firms' human resource management (HRM) in information technology (IT) may have a positive effective effect on their strategies of sustainable development. Based on the perspective of organizational identity orientation, we argue that firms' collectivistic orientation may moderate the relationship between the HRM and the implementation of the strategy. Focusing on firm performance in environmental protection, we test our predictions with empirical data from China's manufacturing industry. The results show a significant direct effect of the HRM and a significant moderating effect of identity orientation on the dependent variable, i.e. performance in sustainable development.     

When do Non‐Family CEOs Outperform in Family Firms? Agency and Behavioural Agency Perspectives

Family firms represent a globally dominant form of organization, yet they confront a steep challenge of finding and managing competent leaders. Sometimes, these leaders cannot be found within the owning family. To date we know little about the governance contexts under which non‐family leaders thrive or founder. Guided by concepts from agency theory and behavioural agency theory, we examine the conditions of ownership and leadership that promote superior performance among non‐family CEOs of family firms. Our analysis of 893 Italian family firms demonstrates that these leaders outperform when they are monitored by multiple major family owners as opposed to a single owner; they also outperform when they are not required to share power with co‐CEOs who are family members, and who may be motivated by parochial family socioemotional priorities.     

HR managers in five countries: what do they do and why does it matter?

The 1980s saw the need for change in the organizational role of human resource (HR) professionals, from the traditional employee champion and administrative expert to strategic business partner and change agent. The argument posited was that a more challenging environment compels organizations to turn to managing their HRs as a source of competitive advantage and that means an increasing business partnership for HR professionals. However, very few studies examine the execution of these multiple, sometimes contradictory roles, despite the risk that neglecting traditional roles endanger organizational performance in the long term. This five-country comparative study finds that multiple roles are at least moderately executed, and that these HR roles have different impact depending on the aspect of organizational performance. As well, a more challenging environment, defined here as legal constraints and industry challenges, generally does not have a significant moderating effect on the impact of the different HR roles on organizational performance.