Entrepreneurial versus cooperative social capital: The impact on operational performance

Research has extensively focused on how firms can become more competitive, by discovering new knowledge domains while exploiting current ones. Prior research has shown the positive impact of social capital on performance; however, there have been no empirical studies that distinguished between the architectures of social capital and how they impact the operational performance dimensions. Building upon the knowledge-based theory, we propose a model to examine the effects of the two architectures of social capital (entrepreneurial and cooperative) on individual dimensions of operational performance (quality, delivery, flexibility and cost). The hypotheses are tested using structural equation modelling and data collected from 182 companies in Ireland. The results show that the cooperative social capital archetype supports the operational performance dimensions, while the entrepreneurial social capital archetype only impacts the cost dimension. The findings extend the current understanding about the complex relationships among the architectures of social capital and provide guidance for managers on how to leverage their investments in social capital to enhance specific operational performance dimensions.     

THE REPORTING OF INVESTMENTS IN ASSOCIATED COMPANIES AND CREDIT EVALUATIONS: AN EXPERIMENTAL STUDY

Policymakers have been concerned with the problem of accounting for investments in associated companies. A field experiment was conducted to investigate the effects of alternative methods of recognising revenue from investments in associated companies on creditors' evaluations and decisions. Results indicate that most creditors do not adjust financial statements based on alternative methods of accounting and that different methods of accounting affect credit assessments and decisions. The implications of these findings for policymakers and creditors are discussed.     

Privatisation and the management of IR in electricity distribution

Pro-privatisation literature suggests that the transfer of ownership clarifies managerial objectives and fosters new patterns of industrial relations. However, change in the external environment will be mediated by the needs and perceptions of actors within the process and may expose managers to a range of contradictory pressures.     

MAKING ARCHIVAL CHOICES FOR BUSINESS HISTORY

To become more proactive in their acquisition of the archives of Victorian business, the University of Melbourne Archives adapted a methodology pioneered by the Minnesota Historical Society. This enabled them to establish criteria to identify industrial sectors, and target specific companies within them, which match the strengths of the Victorian economy; and to determine the type of records required to adequately document both company and sector.