The Impact of Position Difference on Employees’ Organizational Commitment After the Merger of Life Insurance Companies

We investigate the impacts of job position and survey time period on employee’s organizational commitment of insurance company after the merger. Our results show that both job position and survey time period are significant determinants to employee’s organizational commitment. Results also show that there is no interaction effect between survey time period and job position. For each year, during the survey time period, the mean of organization commitment of agent employees is significantly higher than staff employees. The mean difference of organizational commitment between agent and staff employees shrank year by year during the survey time period.     

Selling Versus Leasing of Durable Goods: The Impact on Marketing Channels

While many durable products are sold through intermediaries, there is limited understanding of how channel performance is influenced by transactions involving durable goods in a competitive market. In particular, extant research shows that intermediaries can significantly impact the leasing versus selling policy of a monopolistic manufacturer. This article seeks to fill that gap by examining the selling versus leasing choice of duopolistic manufacturers in the context of decentralized channels. Our analysis demonstrates that in addition to the unique equilibrium of selling, a prisoner's dilemma may arise where both manufacturers are better off if they were to lease their products.     

Leadership succession planning for today’s digital transformation economy: Key factors to build for competency and innovation

Digital transformation is rapidly changing the competitive landscape and the war on talent for today’s organizations. As part of this economy, organizations and their HR units must continuously reevaluate leadership structures and practices that exploit core competencies while allowing for innovation (i.e., leadership ambidexterity) and incorporate big data with predictive analytics. In this vein, understanding how HR executives can create better solutions around this problem remains sparse. Specifically, what frameworks can HR executives apply to identify potential alignment failures in leadership succession planning in light of newer emerging markets? What internal decision-making traps need to be recognized? Finally, what specific forms of data and evidence must test these plans for relevance and recharge and renew the talent-to-strategy pipeline? In this article, we examine these questions by reviewing the gaps in the literature and identifying through our four-step model how organizations can incorporate ambidexterity-building as a leadership succession planning practice.     

Adverse selection,commitment and exhaustible resource taxation

This paper studies the contractual relationship between a government and a firm in charge of the extraction of an exhaustible resource. Governments design taxation scheme to capture resource rent and they usually propose contracts with limited duration and possess less information on resources than the extractive firms do. This article investigates how information asymmetry on costs and an inability to commit to long-term contracts affect tax revenue and the extraction path. This study gives several unconventional results. First, when information asymmetry exists, the inability to commit does not necessarily lower tax revenues. Second, under asymmetric information without commitment, an efficient firm may produce during the first period more or less than under symmetric information. Hence, the inability to commit has an ambiguous effect on the exhaustion date. Third, the modified Hotelling's rule is such that an increase in the discount factor does not necessarily reduce the first-period extraction.     

How uncivil customers corrode the relationship between frontline employees and retailers

This study investigates the effects of customers’ uncivil treatments on frontline retail employees’ emotions, deviant behaviors and relationship with the retail organization. Our theoretical model is based on both marketing and personnel management literatures. 415 frontline retailing American employees answered our questionnaire. Employees treated uncivilly by customers feel angry but have to hide their negative emotions, which leads them to emotional exhaustion and deviant behaviors. Paradoxically, employees’ strong commitment to their retailing organization brings about more deviant behaviors. We propose some managerial strategies to cope with uncivil customers, as well as future research on this important and under-researched topic.     

The role of loyalty programs in boosting hotel guest loyalty: Impact of switching barriers

This study examines the relationships among the perceived value of a loyalty program, customer satisfaction with a loyalty program, affective commitment, switching barriers, and customer brand loyalty in the hotel context. An online survey method with a quantitative approach was used. Our results from a structural equation model revealed that the perceived value of a loyalty program is essential in the formation of customer brand loyalty. Lastly, findings from an indirect analysis showed that affective commitment and switching barriers mediated the relationship between the perceived value of a loyalty program and customer brand loyalty. Overall, our research will help researchers and practitioners demonstrate to the industry that the loyalty program is a crucial strategy for customer loyalty and helps develop competitive loyalty programs for success.     

Employee performance,well‐being,and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes?

The human resource management (HRM) literature supports the idea that coherent systems of HRM practices can induce attitudinal effects when perceived subjectively by employees. Recently, scholars have proposed that subdimensions of HRM systems exist and account for variance in outcomes. This study explores differential effects of three subdimensions of HRM systems (skill‐, motivation‐, and opportunity‐enhancing HRM practices) on employee innovative behaviours and well‐being. Our predictions are based on the mutual gains perspective, which specifies positive relationships between HRM practices and employee performance, and the conflicting outcomes perspective that links HRM practices to higher job demands and stress. Using data from the Finnish 2012 Practices of Working Life Survey, we find support for both the mutual gains and conflicting outcomes perspectives; however, we also show that the effects of the subsets of HRM practices are heterogeneous.     

Corporate commitment to climate change action,carbon risk exposure,and a firm's debt financing policy

Motivated by the rising consensus that corporate engagement in climate change actions holds the key for society's transition into environmentally resilient economy, the study examines whether a firm's commitment to climate change action and its carbon risk exposure shape the firm's debt financing policy. Based on insights drawn from signaling, corporate reputation, and agency theories, we develop models that link corporate commitment to climate change actions and a firm's carbon risk exposure with its debt financing decisions. Using data drawn from S&P 500 companies, for years 2015 to 2019, we find a robust evidence that firms that engage in higher levels of commitment to climate change actions issue a higher proportion of debt with longer terms to maturity, even after controlling for their carbon risk exposure. However, we do not find a robust evidence corroborating an association between firms' carbon risk exposure and their debt financing policy. These findings are consistent with arguments that high-commitment firms enjoy positive reputation, better credit rating, and reduced agency and information asymmetry costs, allowing them to gain easier access to long-term debt markets.     

Is there life after degeneration? The organizational life cycle of cooperatives under a ‘grow‐or‐die’ dichotomy

This article provides an in‐depth, longitudinal analysis combining real‐time and retrospective data on a set of Mondragon's industrial cooperatives that are organized as international groups. We examine the life cycle of these international cooperative groups, which is expected to evolve differently to that of small‐ and medium‐sized cooperatives that operate exclusively on a local scale. The article is theoretically informed by the cooperative life cycle theory, as well as by recent insights from the degeneration and regeneration theses. Our analysis yields an intricate picture of the evolution of cooperatives faced with a ‘grow‐or‐die’ dichotomy. On the one hand, our findings reject the highly simplistic and deterministic view of the degeneration thesis by demonstrating that these cooperatives can mobilize resources to revitalize cooperative values and practices. On the other, we find that regeneration may not occur in a consistent, sequential fashion as the previous literature suggests, but rather degenerative and regenerative tendencies can occur simultaneously, even leading to long‐lasting, unresolvable situations. In light of this, the article asks future research to draw on power‐aware and politically informed approaches for further understanding of how cooperatives manage the tensions at each organizational stage of their life cycle, and of which organizational actors benefit, and how, from reversing some degenerative tendencies while maintaining others intact.     

Effects of CSR on affective organizational commitment via organizational justice and organization-based self-esteem

This study examined how employee perceptions of corporate social responsibility (CSR) influenced their affective organizational commitment (AOC) via procedural justice and organization-based self-esteem (OBSE). Using survey data collected from 203 employees working for a hospitality company, hypotheses were tested using structural equation modeling. The results showed that economic and philanthropic CSR did not have significant effects on procedural justice, but had significant direct effects on AOC. The findings also showed that procedural justice had a significant effect on OBSE, and both procedural justice and OBSE had significant effects on AOC. In addition, the results suggested that ethical CSR programs can have a positive impact on employees’ AOC via their procedural justice and OBSE. This study contributed to the literature by developing a CSR-procedural justice-OBSE-AOC model, guided by social exchange and self-consistency theories, and empirically testing it within a hospitality context.