Workplace Flexibility Practices in SMEs: Relationship with Performance via Redundancies,Absenteeism, and Financial Turnover

This workplace flexibility study uses primary data on private sector small and medium‐sized enterprises (SMEs) in Lancashire, United Kingdom, collected in 2009 during the recent “credit crunch” recession. Key features include: (1) objective measures of SME performance; (2) a focus on the previously relatively neglected relationship between workplace flexibility practices (WFPs) and three SME performance indicators, namely, redundancies, absenteeism, and financial turnover; and (3) a timely contribution to research on SMEs. Numerical, functional, and cost WFPs analyses, via zero‐inflated Poisson and linear regressions, control for SME and market characteristics. Despite SMEs having limited resources, the results show a significant section of SMEs to be innovative and entrepreneurial organizations, embracing advancements in employment relations regarding employee discretion, training, participative working arrangements, and/or job security. Moreover, results indicate that WFPs have the potential to assist SMEs in responding to periods of constrained demand. Flexitime and job sharing are associated with low permanent‐employee redundancies. Training, job security, and family‐friendly practices relate to low absenteeism with reductions of up to six annual days per worker. Job security and profit‐related pay are associated with high financial turnover. Staff pay‐freeze links with high financial turnover, but to the detriment of redundancies and absenteeism, whereas management pay‐cuts or management pay‐freeze relate to low financial turnover. On a cautionary note, spending cuts, often enforced by policymakers, may be of limited benefit to SMEs, and thus other approaches would appear more fruitful.     

Open Innovation in Small and Medium‐Sized Enterprises (SMEs): External Knowledge Sourcing Strategies and Internal Organizational Facilitators

In this paper we explore how small and medium‐sized enterprises (SMEs) engage in external knowledge sourcing, a form of inbound open innovation. We draw upon a sample of 1,411 SMEs and empirically conceptualize a typology of strategic types of external knowledge sourcing, namely minimal, supply‐chain, technology‐oriented, application‐oriented, and full‐scope sourcing. Each strategy reflects the nature of external interactions and is linked to a distinct mixture of four internal practices for managing innovation. Both full‐scope and application‐oriented sourcing offer performance benefits and are associated with a stronger focus on managing innovation. However, they differ in their managerial focus on strategic and operational aspects.     

Brand Management in Small to Medium‐Sized Enterprises*

Although an impressive body of literature has emerged focusing on the critical activities involved in brand management for larger organizations with well‐established brands and substantial marketing budgets, no research has been undertaken to examine branding within small to medium‐sized enterprises (SMEs). The present study therefore seeks to assess the nature and scope of brand management within an SME context. Findings show significant differences between small and large organizations along 9 of the 10 brand management dimensions reported in Keller's brand report card. Moreover, different brand management practices are associated with business performance in SMEs. Implications of the study are highlighted, limitations noted, and directions for future research outlined.     

Impact of Outsiders on Firm Performance over Different Generations of Family‐Owned SMEs

From the perspective of agency, resource‐based view, and resource‐dependence theories, we explore the impact of the presence of outside directors on firm performance in family small and medium‐sized enterprise (SMEs). Using survey data from 369 Spanish family SMEs, our findings show an inverted U‐shaped relationship between the proportion of outsiders on the boards of first‐ and second‐generation family firms and firm performance. The results show that a balanced presence of outside directors contributes to value creation in family SMEs and confirm that the composition and the roles of the board of directors differ from generation to generation in family firms.     

Label performance and the willingness to pay for Fair Trade coffee: a cross‐national perspective

In this paper, we investigate how label information detailing the performance of the Fair Trade labelling programme with respect to coffee affect consumers' willingness to pay in the US and in Germany. We provide respondents (university students in the US and Germany) information regarding the hypothetical benefits of the Fair Trade coffee programme on its intended beneficiaries on the production side [the revenue gains to participating marginal farmers (scope of the programme)] and, using stated preference conjoint methods, test how this performance criterion relates to the willingness to pay for Fair Trade coffee. Our empirical results identify a ‘threshold’ property of performance‐based labels. In effect, the willingness‐to‐pay for performance‐based Fair Trade labelled coffee exhibits an inverted U shape in the sense that the willingness to pay is positively related to the scope of the programme, but only up to a critical level. Thereafter, the willingness to pay declines as the income gains to participating growers increase further. Interestingly, this inverted U property is exhibited by both the US and German respondents with different critical thresholds.     

Corporate social responsibility in small‐and medium‐size enterprises: investigating employee engagement in fair trade companies

Employee buy‐in is a key factor in ensuring small‐ and medium‐size enterprise (SME) engagement with corporate social responsibility (CSR). In this exploratory study, we use participant observation and semi‐structured interviews to investigate the way in which three fair trade SMEs utilise human resource management (and selection and socialisation in particular) to create employee engagement in a strong triple bottomline philosophy, while simultaneously coping with resource and size constraints. The conclusions suggest that there is a strong desire for, but tradeoff within these companies between selection of individuals who already identify with the triple bottomline philosophy and individuals with experience and capability to deal with mainstream brand management – two critical employee attributes that appear to be rarely found together. The more important the business experience to the organisation, the more effort the organisation must expend in formalising their socialisation programmes to ensure employee engagement. A key method in doing this is increasing employee knowledge of, and affection for, the target beneficiaries of the CSR programme (increased moral intensity).     

Born‐Global SMEs,Performance, and Dynamic Absorptive Capacity: Evidence from Spanish Firms

Interest has grown in explaining the positive performance of small businesses that internationalize from start up. In response to this question, we have empirically confirmed the relevant role played by dynamic absorption capacity in these firms and the influence of an entrepreneurial market‐oriented culture, on the basis of the Dynamic Capabilities Approach, through a sample of 102 Spanish born‐global SMEs. The success of these firms is determined by their ability to assimilate and to use knowledge in accordance with the demands of the market.     

Target‐Setting,Pay for Performance,and Quality Improvement: A Case Study of Ontario Hospitals’ Quality‐Improvement Plans

This study examines whether difficult targets and quality indicators in executives' pay‐for‐performance (P4P) plans affect performance. The impact of target‐setting and P4P plans on quality improvement in the public sector is unclear. The Ontario government initiated the Quality Improvement Plan (QIP), which requires hospitals to set targets for quality indicators annually and link executive pay to target achievement since 2011. Analyzing Health Quality Ontario's database and hospitals' 2012–2013 QIPs, this study shows greater quality improvement in hospitals with difficult targets than hospitals with easy targets or without assigned targets; however, the positive impact disappears for high‐performance hospitals relative to their peers. We find no significant effect of the use of quality indicators in executives' P4P plans on quality improvement. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.     

Access to imported intermediates and intra‐firm wage inequality

We use Chinese firm‐level data from the World Bank Investment Climate Survey to examine the link between importing intermediates and intra‐firm wage inequality. Our results show that intermediate input importers not only have a significant wage premium but also have a greater intra‐firm wage dispersion than non‐importing firms. This pattern is robust when we control for productivity and use trade costs as the instruments. We further investigate the mechanism of how importing intermediates might contribute to both inter‐firm and intra‐firm wage inequality. Our evidence is consistent with three important channels. First, imported intermediate inputs complement skilled labour. Second, intermediates importers are more likely to use performance pay. Third, imported inputs complement innovation and employee training.     

The Impact of Family Involvement on SMEs’ Performance: Theory and Evidence

By complementing agency theory with behavioral assumptions, we explore the effects of family involvement on small and medium enterprises’ (SMEs) performance. We identify three separate dimensions of family involvement and hypothesize nonlinear, direct, and interaction effects on the performance of an SME. The evidence on 787 SMEs suggests that an inverted U‐shaped relationship exists between family ownership and performance, and ownership dispersion among family members negatively affects performance. Balancing family and nonfamily members in the top management team (TMT) is found to be beneficial to SMEs’ performance, but the family ratio in the TMT becomes crucial only at high levels of family ownership.     

Assessing the Effects of Employee Turnover on the Performance of Small and Medium-Scale Enterprises in Nigeria

The significant role small and medium-scale enterprises (SMEs) plays in growth and development is acknowledged universally. As a group, they generate more new jobs and introduce innovative ideas, products, and business methods. However, this important group is incapacitated by numerous factors militating against their growth, particularly in Third World countries such as Nigeria. In this study the authors identified major factors that affect the productivity of SMEs thereby hindering their growth. Their findings relate factors such as the dearth of skills, absence of managerial talents, and employee turnover to enterprise performance, productivity, and growth ability. Employee turnover is found to have a significant and negative correlation with SME performance. This indicates that the lower the employee turnover, the higher the performance of SMEs, and vice versa.     

Formal Development Opportunities and Withdrawal Behaviors by Employees in Small and Medium‐Sized Enterprises

This study explores direct and indirect relationships between involvement in formal training and development events, employee attitudes and withdrawal responses including turnover intentions and neglectful behavior for those employed in small and medium‐sized enterprises (SMEs). Questionnaire data were obtained from 185 staff employed in a diverse range of SMEs. Our results suggest that employees that participate in more training and development events are less likely to be considering leaving their employer and less likely to engage in neglectful behavior. However, the analysis revealed that the effects of participation in formal training and development are fully mediated by perceptions of organizational support and job satisfaction. In contrast to results from studies in large organizations, affective commitment was not found to be an influential determinant of employee exit intentions or neglect.     

Import Churning and Export Performance of Multi‐product Firms

This paper analyses the impact of churning in the imported varieties of capital and intermediate inputs on firm export scope and productivity. Using detailed data on imports and exports at the firm‐product‐market level, we document substantial churning in both imports and exports for Slovenian manufacturing firms in the period 1994–2008. On average, a firm changes about one‐quarter of imported and exported product‐markets every year, while gross churning in terms of added and dropped product‐markets is almost three times higher. A substantial share of this product churning is due to simultaneous imports and exports of firms in identical varieties within the same CN‐8 product code (so called pass‐on‐trade). We find that churning in imported varieties is far more important than reduction in tariffs or declines in import prices for firms’ productivity growth and increased export product scope. We also find gross churning has a bigger impact on firm productivity improvements by a factor of more than 10 in comparison with net churning. Both adding and dropping of imported input varieties thus seem to be of utmost importance for firms aiming to optimise their input mix towards their most valuable inputs. These effects are further enhanced when excluding simultaneous trade in identical varieties, suggesting that pass‐on‐trade has less favourable effects on firms’ long‐run performance than regular trade.     

Corporate Governance and the CEO Pay–Performance Link: Australian Evidence

We examine the influence of corporate governance mechanisms, namely blockholdings and board structure, on CEO pay–performance sensitivity in listed Australian firms. Results highlight blockholders' role in shaping observed pay–performance associations and their impact varying with their independence and relative magnitude of ownership. Monitoring blockholders increase the sensitivity of long‐term at‐risk pay to performance, better aligning manager and shareholder interests. However, consistent with a shorter investment horizon, insider blockholders increase (decrease) the responsiveness of cash bonuses (long‐term at‐risk pay). Finally, consistent with them affording less‐effective monitoring, larger boards raise (lower) the sensitivity of known pay (long‐term at‐risk pay) to performance.     

The Skill Structure of Export Wage Premium: Evidence from Chinese Matched Employer–Employee Data

We study how the wage gap between exporting and non‐exporting firms (export wage premium) differs across skill groups, using unique matched employer–employee data from China. We find robust evidence that exporters pay relatively higher wages than non‐exporters to more educated workers. The differences in export wage premium across education groups are sizable. Further investigations show that the positive correlation between export wage premium and education is more pronounced in sectors with higher scope for quality differentiation. This is consistent with the theory that exporters produce relatively higher quality goods which require relatively higher quality skilled workers.     

The Impact of Organizational Orientations on Medium and Small Firm Performance: A Resource‐Based Perspective

Recent studies suggest that market, entrepreneurial, and learning orientations individually improve firm performance. In this study, we suggest that each of the orientations can enhance company success, but the potential of each orientation should not be viewed in isolation. Instead, we draw on the resource‐based view of the firm, looking at these three orientations as capabilities of small and medium‐sized enterprises (SMEs). The analysis was carried out on a sample of 164 SMEs. The results indicate that market, entrepreneurial, and learning orientations jointly give rise to positional advantage, which, in turn, is positively related to the performance of the firm.     

Learning to perform? A comparison of learning practices and organizational performance in profit‐ and non‐profit‐making sectors in the UK

To date, much of the research on employee development activities and organizational performance has been conducted in private sector organizations, with the largely untested assumption that the same findings will apply to other sectors. This paper addresses the deficit by describing a study comparing differences in the use of employee learning practices between profit‐making and non‐profit‐making organizations, and examining the relationship between these learning practices and multiple dimensions of organizational performance. The study data was gathered through conducting structured telephone interviews with senior training and development managers in 368 UK organizations from a range of sectors. It was found that non‐profit‐making organizations had greater engagement in individual employee learning practices than profit‐making organizations, but no differences were found in terms of team learning practices or engagement in strategic needs analysis and evaluation activities. The analyses also indicated that individual learning practices showed a stronger relationship with performance in the non‐profit‐making organizations, whereas team learning practices were more significant for the profit‐making companies. The learning practices collectively accounted for greater variance in organizational performance in the non‐profit‐making organizations. The study implies that the functional aims of organizations need to be taken into account when examining the learning practice–organizational performance relationship.     

SME Networks and International Performance: Unveiling the Significance of Foreign Market Entry Mode

This study investigates the relevance of interorganizational networks for the international performance of small and medium‐sized enterprises (SMEs) in relation to the foreign market entry mode (FMEM) selected. We distinguish two groups of internationalized SMEs: exporting firms and micromultinational enterprises (mMNEs). Drawing on insights from the network theory, our study accounts for the role of intermediate outcomes (innovative behavior and foreign market knowledge). Structural equation modeling is conducted in a sample of U.K.‐based internationalized SMEs. Our findings suggest that interorganizational networks have an indirect influence on international performance but differences are found among the two groups of internationalized SMEs.     

Employee knowledge and the effects of a deferred profit‐sharing system: A longitudinal case study of personnel funds in Finland

We explain the special features of the Finnish profit‐sharing system and explore what outcomes this deferred plan has for the company under longitudinal conditions. We measure changes in employee attitudes, effects of the system, and, in particular, the changes in the employee's pay knowledge before and after the combination of a deferred profit‐sharing system with a cash‐based one. Statistical analyses are preceded by qualitative analyses of interview data to provide the reader with an understanding of the context. Even though the employees' pay knowledge has increased and they perceive that they get more feedback on company key ratios, there still is a need for human resource management and managers to provide training and enhance discussions on the pay system for both supervisors and subordinates. © 2010 Wiley Periodicals, Inc.     

Gender‐based perceptions of equity in China's state‐owned enterprises

Despite the emphasis on equality in China's state‐owned enterprises, analysis of data collected from 900 Chinese in 10 state‐owned enterprises indicated that statistically significant pay differences exist between male and female employees. However, differences between male and female employees' perceptions of equity in these enterprises were found to be statistically significant only among those employees with fewer years of work experience and those with lower levels of technical skills. Perceptions of equity were also found to be related to the job satisfaction of both male and female employees. These results are discussed within the context of the Maoist ideology of egalitarianism and the post‐Tiananmen movement toward the forging of links between employee compensation and performance. © 2002 Wiley Periodicals, Inc.