The relative importance of social responsibility in determining organizational effectiveness: Managers from two service industries

This paper investigates the relative importance of social responsibility criteria in determining organizational effectiveness as seen by managers of two service industries. The Organizational Effectiveness Menu (Kraft and Jauch, 1988) was used as a questionnaire with a sample of 53 firms. The conclusion is that while managers view ethical conduct as among the most important determinants of organizational effectiveness, numerous other social responsibility criteria are assigned relatively low priority. A question remains as to what managers will actually do when faced with limited resources.Kenneth L. Kraft is currently an Associate Professor of Management at Old Dominion University in Norfolk, VA. His recent papers explore the relationships between strategy, structure, social responsibility, and organizational effectiveness in a variety of settings.     

Firm Leadership and Innovative Performance: Evidence from Seven EU Countries

This paper considers the effect of different firm leadership on the innovative performance of firms from seven EU countries. We investigate whether owner-led or manager-led firms achieve a larger share of their turnover with product innovations. Economic theory does not propose clear answers to this question. In the empirical analysis, it turns out that the manager-led firms are more active innovators: the share of sales based on new products is larger if firms' managers do not hold any of the firms' capital. Surprisingly, there are no differences between the seven countries included in the regression analysis.     

Kickstarting growth in bus patronage: Targeting support at the margins

This paper presents an assessment of the performance of the Kickstart and Bus Route Development Grant schemes in England and Scotland which aimed to move marginal or new bus services towards commercial operation. Three key aspects are addressed, namely: the bidding and implementation process; performance against objectives and the future potential of the approach. The evidence suggests that this form of transformational support appears to offer a better return than subsidy that supports the status quo or indeed patronage based support.     

The triple-edged sword of sensitivity of sales,cash flows,and debt to investments: Venture survival and capital investments

Drawing on reliable financial performance data of 192,855 venture-year observations, representing a total of 66,174 ventures with 8.13% of the ventures failing (5380 ventures), we find that neither sales-investment sensitivity nor cash-flow-investment sensitivity is associated with venture survival. However, debt-investment sensitivity lowers the hazard of failure. Sales-investment sensitivity and debt-investment sensitivity under munificence and dynamism lower the hazard of failure. However, cash-flow-investment sensitivity at high levels of dynamism or munificence does not influence the hazard of failure. The effect sizes are small but nonetheless meaningful. The findings have implications for ventures attempting to match performance and capital structure with investment.