Do chief information officers matter for sustainable development? Impact of their regulatory focus on green information technology strategies and corporate performance

This study proposes and empirically tests a model delineating the relationships among a chief information officer's (CIO's) dominant regulatory focus, the corporate practice of green information technology (IT) strategies and corporate performance. It also examines the moderating role of regulatory stakeholder influence (RSI) in this model. Findings based on sampled firms operating in China have provided support for all the hypotheses. Specifically, they highlight that CIOs with a dominant promotion focus are more prone to practice green IT strategies than those with a dominant prevention focus. Moreover, RSI is found to positively moderate the impact of dominant regulatory focus on the practice of green IT strategies. This strategic practice is also found to enhance corporate performance. Last, the empirical findings reveal that a CIO's dominant promotion focus exerts a direct and positive influence on corporate performance, which suggests that this focus also serves as a direct driver for corporate performance. In sum, these findings not only enrich the extant literature on environmental management and information systems, but also provide useful insights into fine-tuning firms' CIO selection criteria and policy makers' regulatory measures to advance corporate sustainability.     

Beyond strategic human resource management: is sustainable human resource management the next approach?

Strategic human resource management (SHRM) emerged as a dominant approach to human resource management (HRM) policy during the past 30 years. However, during the last decade, a new approach to HRM has evolved. This approach has been labelled sustainable human resource management (sustainable HRM). It is an approach that seeks to link HRM and sustainability. The term sustainability is fraught with semantic difficulties, as is conceptualising its relationship to HRM. Consequently, sustainable HRM is viewed in a variety of ways. This paper examines the major features of SHRM, some of the meanings given to sustainability and the relationship between sustainability and HRM. It then outlines the major characteristics of sustainable HRM. Although there are a diversity of views about sustainable HRM, this approach has a number of features which differentiate it from SHRM. It acknowledges organisational outcomes, which are broader than financial outcomes. All the writings emphasise the importance of human and social outcomes. In addition, it explicitly identifies the negative as well as the positive effects of HRM on a variety of stakeholders; it pays further attention to the processes associated with the implementation of HRM policies and acknowledges the tensions in reconciling competing organisational requirements. Such an approach takes an explicit moral position about the desired outcomes of organisational practices in the short term and the long term. Sustainable HRM can be understood in terms of a number of complimentary frameworks.     

Digging deeper or piling it higher? Implicit measurement in organizational behavior and human resource management

Organizational researchers can dig deeper into peoples' thoughts, attitudes, and self-concepts to understand how automatic processes may impact judgment and social behavior in organizations. Measures of these automatic processes, including the Implicit Association Test (e.g., IAT; Greenwald, McGhee, & Schwartz, 1998), Semantic Priming (e.g., SP; Wittenbrink, Judd, & Park, 1997), Affect Misattribution Procedure (e.g., AMP; Payne, Cheng, Govorun, & Stewart, 2005), Word Completion Tasks (e.g., WCT; Johnson & Saboe, 2011), among many others, deserve greater attention as alternatives or supplements to traditional self-report measures of variables important in organizations (e.g., job satisfaction, personality and trait measurement, diversity attitudes). In this paper, we first provide a primer on implicit social cognition and its relationship to automatic and controlled cognitive processes, discussing major types of implicit measures, how these might operate, criticisms of this approach, and how these implicit constructs may give rise to behavior in organizations. Second, we discuss models of automatic processes and explore their validity and how these may predict behavior. Third, we offer advice for selecting, constructing, and improving implicit measurements when used in organizational research to enhance human resources and organizational functioning.     

How does justice matter in achieving buyer–supplier relationship performance?

This study presents an analysis exploring how four types of justice (distributive, procedural, interpersonal, and informational) influence dyadic relationship performance in the buyer–supplier context. Underpinned by loose coupling theory, we build a mediating framework in which we propose that a high level of justice (or fairness) as mutually perceived by both parties drives buyer–supplier relationship performance through bolstered coupling links in mutual knowledge sharing, continuous commitment, and relationship investment. Our survey of 216 paired manufacturers (suppliers) and distributors (buyers) in China generally supports this argument, leading to a conclusion that justice is not a direct determinant of buyer–supplier performance but a critical conduit that nourishes mid-range coupling behaviors, which in turn promotes a successful relationship. Based on findings from this study, firms are encouraged to endorse all four kinds of justice in managing supply chain relationships. However, when constrained by resources, the recommendation for managers is to focus on achieving a high level of perceptual convergence on procedural justice and informational justice with the exchange partner, because mutual perceptions of procedural and informational justice have the strongest effects on coupling behaviors and buyer–supplier relationship performance.     

Student performance in business and economics statistics: Does exam structure matter?

We investigate whether exam structure really matters in an economics and business statistics course by (1) determining how well performance on multiple choice questions alone expalins overall performance on exams composed of both multiple choice questions and problems, and (2) discovering whether various student characteristics have significantly different impacts on student performance on multiple choice questions versus problems. Our findings suggest that student scores on multiple-choice portions of exams do not adequately determine overall student performance, and that some students are predisposed to do better on multiple choice or problems depending on the characteristics they possess.(JEl A22, A29)     

Exploring the identity and reputation of departmental groups: whose opinions matter most to their members?

This article focuses on perceptions of a collective's contribution identity (i.e. how its own members view the effectiveness of its contributions towards organisational goals) and contribution reputation (i.e. how the rest of an organisation views its contributions), and how they are associated with the job satisfaction of its members. Data from 187 employees across 10 organisational departments was used to test competing hypotheses developed from three different theoretical perspectives. Results suggest that satisfaction was positively linked to member beliefs about their department's contributions to organisational success. Reputation had a positive impact on satisfaction only when it is derived from individuals from other departments that a department interacted frequently with.     

Changes in labour supply and their impacts on human resource management: the case of Japan ∗

The paper examines some important developments that are taking place on the supply side of the Japanese labour market. The major themes addressed include the impact of ageing on the structure of employment and the increasing participation of women in the labour force. The paper considers in some detail the various policy responses taken, by government through legal intervention and by firms employing specific human resource management strategies, to address these issues. It also observes that supply side needs will have a significant future impact on what might be termed traditional personnel practices in Japan.     

Strategic human resource management,human capital and competitive advantage: is the field going in circles?

The resource‐based view (RBV) of the firm has been consistently used as a backdrop in strategic human resource management (SHRM) research and has the potential to bridge the ‘micro–macro’ divide. The tension between the SHRM and the strategic human capital literature, however, signifies that RBV has not reached its potential. In this paper, we begin with a brief review of the conceptual logic linking human resource management (HRM) practices and firm outcomes that aim at highlighting the different treatment of RBV in the SHRM and strategic human capital literatures. We then propose a conceptual model that suggests that HRM practices are not simple levers that enable firms to create sustainable competitive advantage, as most of the strategic human capital research postulates. On the contrary, we argue that HRM practices can contribute to a firm's sustainable competitive advantage not only by enhancing employees' ability, and offering motivation and opportunities, but also by shaping supply‐side and demand‐side mobility constraints.     

Organizing collective action: Does information and communication technology matter?

In recent years, there have been significant changes in the fields of collective action and political activism. The increasing use of ICTs in social interactions has facilitated informal ways of organizing and affected the participation, emergence, and organizing of conflictual and consensual collective actions. In this study we seek to understand how the integrated use of multiple ICTs, that is the ICT ensemble, affects the organizing of consensual collective action. We investigated the ICT ensembles used by two civic movements that successfully organized large-scale consensual collective action events in two European countries. In our results, we reveal how ICT ensembles constrained and facilitated the organizing functions and requirements of collective action. The findings show that ICTs allow organizers to operate purposefully in order to organize collective action, but the extent to which they succeed in the actual concretization of collective action actually depends on their capacities and intents. Therefore, we argue that human factors (that is, their resourcefulness and agency) are greatly implicated in the success of collective action supported by ICTs. This study extends the research on impact of technology-enabled collective action by looking at the combined use of multiple ICTs and examining the rare and overlooked phenomenon of consensual collective action.     

Political environment and bank performance: Does bank size matter?

In this study, we investigate the relationship between the political environment and bank performance and whether this relationship is contingent on bank size. We use a sample comprising more than 1600 banks in 58 countries and a set of multidimensional measures collected by the Economist Intelligence Unit to proxy for the political environment. Overall, our findings indicate that political uncertainty is associated with a significant decrease in bank performance. A deeper analysis shows that bank size matters when analyzing the relationship between political risk and bank performance. Precisely, large banks are less vulnerable and more resilient under political distress than other banks. Our findings shed light on the importance of bank size as a determinant of bank performance in countries with high political risk, particularly for investment decision makers. The results are robust to a variety of alternative measurements, and different estimation techniques to deal with endogeneity.     

Does alignment matter? The performance implications of HR roles connected to organizational strategy

For the HR function to have a positive impact on performance and thus strategically add value to the organization, it has been suggested to redefine its traditional operational role. However, to gain a deeper understanding of the relationship between these HR roles and performance, their alignment with the organizational strategy should not be ignored. In this paper, we therefore focus not only on whether the operational and strategic HR roles are linked to performance, but also on the extent to which their alignment with the applied organizational strategy actually matters for performance. We carried out a survey study among 336 respondents either holding an HR function or being responsible for HR-related tasks in various organizations. We found a positive effect of the strategic role on performance, and also how it might substitute a lack of innovation strategy. Further, we found an alignment effect between a cost strategy and the operational HR role in relation to organizational performance. We discuss these findings based on the literature and provide some practical recommendations for further developing the role of HR.     

Measuring the concentration of information and communication technology infrastructure in Australia: Do affordability and remoteness matter?

This study measures the concentration of information and communication technology (ICT) infrastructure and expenditure inequality in the disaggregated spatial unit of various locations in Australia. Using survey data from the Household, Income and Labour Dynamics in Australia, a composite concentration index for ICT infrastructure is constructed for urban and rural households. In addition, the Gini coefficient of ICT expenditure is computed to measure the concentration of affordability of ICT services. Findings demonstrate that the concentrations of ICT infrastructure and affosrdability are profound in the Greater Sydney and Greater Melbourne areas. Nevertheless, results indicate that the remoteness of spatial units has a noteworthy impact on the concentration of ICT infrastructure. In addition, canonical correlation analysis reveals that the association between the concentration of ICT infrastructure and inequality in the affordability of ICT services is statistically significant. These findings imply that policy makers should employ a holistic approach that will not only include technological and economic considerations but also examine place-based context in designing an all-inclusive ICT policy.     

Development or maintenance? Dual-oriented human resource system,employee achievement motivation,and work well-being

Drawing on the person–organization fit theory, this study elaborates a dual-oriented human resource (HR) system and explores when and how two HR bundles (development vs. maintenance) influence work well-being. The results of the confirmatory factor analysis with a sample of 1,946 supervisors from a Chinese high-tech firm show that the dual-oriented HR model fits the data better than a holistic HR system. In another study with a multilevel sample of 64 corporate branches and 434 employees, the findings confirm the proposed joint effect of the dual-oriented HR system and achievement motivation on well-being. Specifically, development-oriented HR practices are more positively related to work well-being only when individual achievement motivation is high; by contrast, maintenance-oriented HR practices are more positively related to work well-being only when individual achievement motivation is low. Work meaning mediates these effects. These findings provide guidance on the effective design of HR practices.     

The non-union workplace in Australia: bleak house or human resource innovator?

This paper compares the employee relations practices and outcomes of non-union and unionized workplaces in Australia. It also examines the nature of those practices to ascertain whether non-union workplaces can best be characterized as human resource innovators or 'bleak houses'. The data for the study are drawn from the 1995 Australian Workplace Industrial Relations Survey. The findings suggest that non-union workplaces are distinctly less innovative in a number of their employee relations practices and in general have less favourable employee relations outcomes than unionized workplaces in terms of dismissal and turnover rates. The non-union workplace is also distinguished by the individualistic nature of its contractual, remunerative and bargaining arrangements.     

High-growth firms: does location matter?

The challenge for economies lies in boosting employment growth, not just by fostering entrepreneurship, but also by improving the growth potential of existing firms. Consequently, many studies have focused on assessing the dynamism of firms, and especially the capacity of high-growth firms (HGFs) to generate employment. This study aimed to identify HGFs in Spain during two periods, 2003–2006 and 2007–2010 and to analyse their characteristics and territorial distribution during the initial years of the economic crisis. Accordingly, a key area of inquiry of the study was the influence of agglomeration (in metropolitan areas, industrial districts and technological districts) on the locations of HGFs. To analyse the influence of location on the probability of firms being HGFs, a logit model was estimated. The main results supported the study’s hypotheses that technological districts and large urban areas are significantly associated with the probability of firms being HGFs, because firms profit from comparative locational advantages offered by these areas. The importance of HGFs requires special emphasis in relation to Spain’s context of economic crisis and high unemployment levels because of their significant contribution to employment generation.     

Heterogeneity in frontier analysis: does it matter for benchmarking farms?

Journal of Productivity Analysis - Benchmarking farms, in order to advise farmers to cure inefficiency, may be biased if heterogeneity is not accounted for. Technological variability in agriculture...     

Employee voice: does union membership matter?

Industrial relations research has traditionally viewed trade unions as the primary mechanism for employee voice. With the decline in unionism in many advanced industrial economies over the past two decades, new direct non-union voice mechanisms have been introduced by employers. This focus on the mechanisms for employee voice, however, fails to take account of employees' perceptions of voice. We suggested that employee perceptions of voice vary between the different levels of an organisation and proposed that trade union membership will be more likely to enhance individual employee perceptions of voice at the wider organisational level. Contrary to our expectations, our analysis of 2,949 employees of a public sector scientific research organisation found that union membership had a significant negative impact on employee voice at the organisational level. The article concluded by offering possible explanations for this unexpected finding and the implications for theory, management and future research.     

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.