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51.
This article adds to extant literature by examining the contingent effect of two cross-functional processes on the relationship between the use of an innovation strategy and firm performance, namely, task conflict and political activity. The authors examine the effects of these processes with a sample of 260 firms. The positive relationship between the use of an innovation strategy and firm performance is stronger for higher levels of cross-functional task conflict and lower levels of cross-functional political activity. Furthermore, the authors find support for a configurational hypothesis: the innovation strategy-firm performance relationship is strongest for the high task conflict/low political activity configuration and weakest for the low task conflict/high political activity configuration. The results unveil two important cross-functional mechanisms influencing the extent to which the benefits of an innovation strategy can be reaped. 相似文献
52.
This study examines empirically stock market seasonality in major industrialized countries. Evidence is provided that there are strong seasonalities in the stock market return distributions in most of the capital markets around the world. The seasonality, when it exists, appears to be caused by the disproportionately large January returns in most countries and April returns in the U.K. With the exception of australia, these months also coincide with the turn of the tax year. 相似文献
53.
Stakeholder Multiplicity: Toward an Understanding of the Interactions between Stakeholders 总被引:1,自引:0,他引:1
While stakeholder theory has traditionally considered organization’s interactions with stakeholders in terms of independent,
dyadic relationships, recent scholarship has pointed to the fact that organizations exist within a complex network of intertwining
relationships [e.g., Rowley, T. J.: 1997, The Academy of Management Review
22(4), 887–910]. However, further theoretical and empirical development of the interactions between stakeholders has been lacking. In this paper, we develop a framework for understanding and measuring the effects upon the
organization of competing, complementary and cooperative stakeholder interactions, which we refer to as stakeholder multiplicity.
We draw upon three forms of fit (i.e. fit as matching, fit as moderation, and fit as gestalts; Venkatraman, N.: 1989) to develop
a framework for understanding stakeholder multiplicity based upon the direction, strength, and synergies of the interacting
claims. Additionally, we draw upon the theory of stakeholder identification and salience of Mitchell et al. (1997), which
we argue provides a more relevant and significantly more illustrative explanation of the nature and effects of stakeholder
interactions upon the organization than the network approach of Rowley (1997). Furthermore, we ground our framework through
reference to three stakeholder groups (i.e. governments, customers, and employees) and the stakeholder issue of concern for
the natural environment. We propose a hierarchy of the multiplicity strength of influence of these three stakeholder groups.
Potential measurement and implications are discussed. 相似文献