Bibliometric analysis of absorptive capacity

This study contributes to our understanding of absorptive capacity (AC) by reviewing AC articles systematically using two types of blibliometric co-citation analysis – bibliometric co-citation and bibliometric cartography – for the last 25 years. In total, we analyzed 336 articles (using HistCite) and 2088 articles (using VOSviewer), respectively, finding five research streams in AC: (1) intra-organizational learning; (2) inter-organizational learning; (3) knowledge transfer; (4) dynamic capability; and (5) micro-foundations. This integrative literature review of AC adds to the categorization of the literature, links the international business research to AC, and provides promising future research directions. Our study gives detailed information about the development of each research stream by measuring the number of publications in each stream over 25 years using bibliometric cartography analysis. Based on the literature, we propose 26 future research questions for these five research streams.     

组织创新的消极影响:创新研究中的盲点

创新带来的消极影响开始引起学术研究者和管理实践者的关注。从组织创新的概念界定出发,辨析创造力和革新的区别与联系,综述创新在个体层面、团队层面以及组织层面可能产生的消极影响,从前因变量和调节变量两个方面探讨创新产生消极影响的原因,指出未来研究不应忽视创新的消极影响,而应更加科学地解释组织创新的效能。     

Reconceptualizing cultural distance: The role of cultural experience reserve in cross-border acquisitions

Cultural distance is one of the most widely used distance construct in international business. However, scholars have long questioned the notion that cultural distance has a homogenous impact on organizational actions and performance. We redress this by examining how the relationship between cultural differences and deal abandonment in cross-border acquisitions is contingent on firm-level cultural experience reserve and industry affiliation. Drawing on the organizational learning theory and cultural friction perspective, we first propose that the cultural experience reserve of a focal firm mitigates the positive impact of cultural differences on cross-border deal abandonment. We then hypothesize that the firm's industry context affects the uncertainties associated with cultural differences. Our findings based on a sample of 197 Indian services sector firms support our theoretical predictions.     

Do innovative emerging market cross-border acquirers create more shareholder value? Evidence from India

This study attempts to investigate the role of absorptive capacity of emerging market firms in creating shareholder value from developed market acquisitions. It analyzes the cumulative abnormal return of cross border acquisitions of listed Indian firms in Europe focusing on acquirers’ research intensity. The study discovers a U-shaped relationship between research intensity of Indian acquirers and their cumulative abnormal return following acquisitions in Europe. As such, firms with no research capacity can benefit from the acquisition by accessing advanced targets, although firms with extensive research capacity outperform any of their Indian competitors as these firms have the absorptive capacity to not only exploit but also explore the knowledge base of the acquired target. Furthermore, we found a positive effect of the acquisition of a high-tech target company, regardless of the absorptive capacity of the acquirer. We also found that business group membership has a positive impact on shareholder value, although horizontal acquisitions as compared to vertical and unrelated deals have a significantly negative impact for these companies. This result is again linked to the more explorative nature of vertical and unrelated acquisitions in comparison with horizontal deals that are more based on the exploitation of existing resources and capabilities.     

A model that connects information technology and hotel performance

Despite vast investments in IT, there is scant research and empirical data that connects, in depth, IT with firm performance in the hospitality industry. However, the literature does show partial evidence and examples of particular technologies. After an extensive literature review, we posit four global paths through which IT can impact hotel performance and, for each one, the precise mechanisms that cause these influences. These four proposals are further developed and refined using in-depth interviews with a group of 30 managers of different areas from several hotels. A final comprehensive model that shows the specific routes that IT can follow in order to improve hotel organizational performance is presented. This model can be taken as a frame of reference by academics and can also be used by both practitioners and IT producers to assess particular IT options.     

Diversification and cash dynamics

Why do diversified firms hold significantly less cash than focused firms? We study this question using a dynamic model of corporate investment, saving, and diversification decisions. We find that investment dynamics are more important in explaining the cash differences than financing frictions. More efficient internal capital markets increase cash differences and are especially valuable when a firm diversifies or refocuses. Contrary to static models, more diverse conglomerates have lower cash differences. Endogenous selection (diversifying firms are larger and have better growth opportunities) accounts for 68% of the cash difference, and the diversification event itself reduces cash holdings by 32%.     

嬗变的传统:赣南闽西重修族谱的过程考察

当代赣南闽西地区的修谱活动,既很大程度地继承了传统,也在传统的基础上发生了一定的嬗变,体现了一些符合时代特点的新特征。一方面,修谱活动的组织过程保持了诸多传统的特色,如谱局的成立、调草、发谱仪式等。另一方面,当代宗族也注重吸收现代社会的组织理念和新鲜经验,比如成立更趋民主和平等色彩的现代组织机构理事会;经费筹集上更多地是采用灵活多样的市场化手段,如成立董事会、实施灵活的套餐计划鼓励捐赠等。这表明,宗族不是一个静态的组织,并不封闭、保守,而是具有较强的学习能力与开放性。     

Toward an Understanding of Strategic Inter-Organizational Relationships in Franchise Channels

Abstract

Information technology, globalization and the emergence of boundary-less communication networks are creating strategic networks of inter-organizational relationships. As inter-organizational relationships continue to evolve, there is a growing mandate for high levels of interdependency. Franchises are contractual vertical marketing systems and, by definition, represent highly interdependent linkages between franchisors, third-party providers, franchisees and customers. Organizational learning is posited as a strategic linkage in franchise systems.     

示范性双语案例式互动教学模式研究——以《组织行为学》为例的理论框架与验证设计

双语教学是我国高等教育与国际接轨的必然趋势,也是当前高等教学改革的热点和重点之一。目前,我国有许多高校已开展全英语教学实践,进行了有益的探索,在取得一定经验的同时,也存在各种问题。本研究按照知识体系特点,根据Michael H.Long等西方学者的互动假说,对本科《组织行为学》示范性双语案例式互动教学模式,在理论设计、教学实践以及效果测试等方面进行了探讨和研究,并提出相关建议。     

Rethinking managership,leadership, followership,and partnership

Organizations underperform, or fail, when members avoid partnering with managers—whether through subtle resistance, disagreement, protest, or walkout—to achieve common purpose. Managers should boost partnering not by affecting a pretense of leadership but through a nuanced balance of managerial authority and understanding of members’ points of view. The objective of this article is to sharpen attention on the concept of partnership with organization members and how it relates to some of the important previous literature. We also argue that some of the previous scholarly work contributes to misconceptions related to these concepts. Our work is forward-looking in that it is motivated by the dangerous societal and cultural differences evident in the world, differences that surround management’s decisions and that may induce an overuse of authority to quash disquiet. Using our experiences in both industry and academia, we argue that the crucial link between managers and members is leadership—not leadership thought of as directional and inspirational, but leadership as building a relationship toward common purpose through partnership. “Lead” and “leader” are sorely misused terms, and worse, substituting “leader” for “manager” is just plain wrong. We believe that managers become leaders only when followers agree to follow, not when the managers simply step forward energetically with direction. Managers are cheated by mistaken definitions. Reviewing past perspectives about what makes good leaders and managers, we rethink ways to enhance organizational harmony through a clearer understanding of managership, leadership, followership, and partnership. Only by thinking and acting as partners in common purpose can managers and members form the core of success in organizational endeavors.