Determinants of idea sharing in crowdsourcing: evidence from the automotive industry

Drawing on external ideas through crowdsourcing has become common practice for firms that seek to improve and extend their product portfolios. As these initiatives often address the users of products, it is essential for firms to recognize those attributes that determine these individuals' willingness to share their ideas. This study takes the example of the automotive industry to examine how three attributes of car drivers determine their sharing behavior – that is, altruism, psychological ownership of ideas, and trust in car manufacturers. Our findings suggest that trust and altruism strengthen idea sharing, while psychological ownership weakens it. Furthermore, we find that car drivers' perception of sharing‐related risk acts as an important boundary condition for these relationships.     

Steering the Sales Force for New Product Selling: Why Is it Different,and How Can Firms Motivate Different Sales Reps?

This study investigates how to direct and assemble the sales force for new product selling. In a first step, the authors draw on self‐determination theory to explore and empirically test a threefold conceptualization of motivation. Results provide insights into why sales force steering works differently in the new product selling context. Specifically, results show that for new products’ financial performance, internalized new product selling motivation is more important than intrinsic and controlled motivation. In a second step, the authors show how firms can motivate different sales reps to achieve higher financial performance of new products. In doing so, they examine the interaction effects of sales reps’ predispositions and widespread firm‐steering instruments on new products’ financial performance. Results reveal that the new product sales orientation of the bonus strengthens the positive relationship between sales reps’ performance predisposition and new product financial performance but weakens the relationship between sales reps’ learning predisposition and financial new product performance. Moreover, results reveal that the new product sales orientation of the periodic review strengthens the positive relationship between sales reps’ learning predisposition and financial new product performance. A post hoc analysis shows that a differentiated steering approach that matches appropriate steering instruments with sales reps’ varying predispositions substantially enhances reps’ financial new product performance.     

The Mediating Role of Strategic Orientations on the Relationship between Ambidexterity‐Oriented Decisions and Innovative Ambidexterity

Building on upper echelon theory and strategic process theory, this article analyzes the relationship between ambidexterity‐oriented decisions and innovative ambidexterity. While ambidexterity‐oriented decisions embrace the capability of top management teams to manage contradictory strategic directions, namely adaptability and alignment, innovative ambidexterity captures the ability of firms to simultaneously develop discontinuous and incremental innovations. In addition to the direct relationship between ambidexterity‐oriented decisions and innovative ambidexterity, it is argued that innovation orientation and cost orientation denote two cultural implementation mechanisms that mediate this effect. Using two top‐executive data sets collected in the United States (n = 83) and India (n = 78), the empirical analysis shows that innovation orientation and cost orientation partially mediate the direct influence of ambidexterity‐oriented decisions on innovative ambidexterity, thus further explaining how formulated decisions made by the top management team nurture ambidextrous innovation behavior. Hence, this article extends prior literature that emphasizes a positive influence of top managers on innovation through incorporating an organizational ambidexterity perspective. Second, this study contributes to ambidexterity literature through integrating strategic process theory. While ambidexterity‐oriented decisions primarily relate to strategy formulation, innovation orientation and cost orientation are associated with strategy implementation. The results show that both strategic subprocesses are vital in enabling ambidextrous innovation behavior. Third, an operationalization for the ability of top management to balance adaptability‐ and alignment‐oriented decisions is provided based on prior literature.     

EXCHANGE RATE MISALIGNMENT IN DEVELOPING COUNTRIES

This article analyzes the theory of equilibrium real exchangerates and defines misalignment as a deviation of the real exchangerate (RER) from its equilibrium level. The role of macroeconomicpolicies is then analyzed under three alternative nominal exchangerate regimes: predetermined nominal exchange rates, floatingnominal rates, and dual or black market nominal exchange rates.This discussion points out how inconsistent macroeconomic policiesoften lead to real exchange rate misalignment. Corrective measures,including nominal devaluations and several alternative approaches,are then evaluated.      

Marketingerfolg richtig messen: Optimale Kennzahlensysteme

Zusammenfassung  Wie kann man zuverl?ssige Methoden entwickeln, um die Erfolgswirkungen von Marketingma?nahmen auf den Unternehmenswert zu messen? Am Anfang steht dabei die Frage, was Marketingerfolg eigentlich ist. Eine reine Fokussierung auf die Stakeholdergruppe der Kunden reicht hier nicht aus. Andere, durch Marketing ebenfalls erreichte Interessensgruppen wie z.B. Investoren oder Mitarbeiter müssen auch betrachtet werden. Und das alles vor dem Hintergrund moderierender Kontextfaktoren wie etwa der Unternehmensstrategie oder der Branche. Dipl.-Kfm. Sascha Raithel Wissenschaftlicher Mitarbeiter am Institut für Marktorientierte Unternehmensführung an der Ludwig-Maximilians-Universit?t München sowie Consultant bei der Pepper GmbH in München Dipl.-Kfm. Sebastian Scharf Wissenschaftlicher Mitarbeiter am Institut für Marktorientierte Unternehmensführung an der Ludwig-Maximilians-Universit?t München Prof. Dr. Manfred SchwaigerVorstand am Institut für Marktorientierte Unternehmensführung an der Ludwig-Maximilians-Universit?t München     

Propuesta de indicadores SMARTER de trabajo decente para la agenda de desarrollo posterior a 2015

Los indicadores actuales de los ODM sobre empleo presentan deficiencias importantes, como problemas de medición, uso inadecuado de estadísticas agregadas, ambigüedad interpretativa y supuestos de base no aplicables a los países en desarrollo. Tratando de superar estos problemas, los autores proponen cuatro nuevos indicadores de empleo productivo y trabajo decente: el crecimiento de la contribución del trabajo al valor añadido por trabajador, la tasa de trabajadores pobres y los porcentajes de trabajadores que ganan menos de un ingreso laboral mínimo absoluto y relativo (el 60 por ciento de la mediana del ingreso laboral). Aplican empíricamente estos indicadores a los casos de Uganda y Perú.     

When the going gets tough: the influence of expatriate resilience and perceived organizational inclusion climate on work adjustment and turnover intentions

Abstract

Despite the strong evidence for the beneficial influence of resilience for employee stress resistance in domestic settings, the construct has not received much attention in the expatriation literature, where stress is considered a major factor for expatriates’ poor cross-cultural adjustment and turnover. Drawing upon conservation of resources theory, the present study examines resilience as an antecedent of expatriate work adjustment and turnover intentions. Furthermore, this study investigates the moderating role of perceived organizational inclusion climate as a resource-protecting organizational factor. Results from a survey of 175 expatriates in South Korea indicate that resilience is positively related to expatriate work adjustment and that these positive effects are more pronounced when expatriates perceive their organizational climate to be highly inclusive. Furthermore, findings suggest that work adjustment mediates the effects of resilience on turnover intentions and that this mediation is moderated by a perceived organizational inclusion climate. Implications for theory and practice are discussed.     

Are you really doing good things in your boss's eyes? Interactive effects of employee innovative work behavior and leader–member exchange on supervisory performance ratings

Organizations increasingly depend on employee efforts to innovate. However, the quality of relationships between leaders and employees may affect the recognition that employees receive for their innovative work behaviors. Drawing from a social cognition perspective, we tested a model in which leader–member exchange (LMX) moderates the impact of employee innovative work behavior on supervisory ratings of employee performance. Results from two multisource studies combining self, colleague, and supervisor ratings consistently showed that employees receive more favorable performance ratings by engaging in innovative work behavior when they have high‐quality LMX relationships. Moreover, we found that this interactive relationship was mediated by leader perceptions of innovative employee efforts, providing support for a moderated mediation model. Implications for the literatures on performance appraisal, LMX, and innovation are discussed.     

The impact of culture and ecology on cooperation in a common-pool resource experiment

Context affects decision-making in many ways. In this paper we explore differences in cooperation behaviour between communal farmers in Namibia and South Africa, who share the same ethnic origin but have had different historical and ecological constraints. We report on a series of field experiments based on a common-pool resource model. Our experimental design is framed according to the grazing situation in semi-arid rangelands. Dependent on the behaviour in previous rounds, participants are facing different states of resource availability with varying need to cooperate, coordinate and to be patient. While only 4% of the grazing areas in South Africa remain in good quality, Namibians achieve a level of 42%. We analyse the different experimental states and find that Namibians behave in all states more cooperatively. We argue that the large difference between the two regions is due to a combination of different historical developments and ecological preconditions: Namibian resource users have a longer experience in cooperative resource management and intact traditional norms. Moreover, the real-life payoffs to cooperation are higher in Namibia stemming from ecological factors.