Estimating the impact of Denison's (1996), “What is the difference between organizational culture and organizational climate? A native's point of view on a decade of paradigm wars”

Denison [Denison, D.R. (1996), What is the difference between organizational culture and organizational climate? A native's point of view on a decade of paradigm wars, The Academy of Management Review, 21 (3), 619-654] offers a paradigm to comprehend the difference between studying organizational culture and organizational climate from a methodological perspective. The present study uses a Scopus analysis to understand the contributions of Denison's work in contemporary research of organization studies, and to recognize benefits of his discussion on organizational culture and organizational climate. The Scopus analysis shows that Denison's article is seminal across academic disciplines from its appearance.     

An adapted TPB approach to consumers’ acceptance of service-delivery drones

Organisations and marketers have long debated the consumer–brand relationship. Theorising related to this debate led to self-service technologies, which were implemented to both reduce costs and increase productivity by turning customers into co-producers of services or merely to keep up with technological developments. With the emergence of disruptive technologies, it is imperative to discuss the potential shift from a customer co-created value to a customer–technology relationship that could disrupt the value-based relationship model. In line with advancements in service-delivery drones, and based on the theory of planned behaviour framework, this paper pioneers the discussion on consumers’ intention to accept their use based on their related perceived risks, potential functional benefits, and relational attributes, leading to a new type of relationship with the brand – namely, the customer–drone relationship. This discussion opens a new direction for retailers and academics alike to reflect on during the coming years.     

Takeover defenses,golden parachutes,and bargaining over stochastic synergy gains: a note on optimal contracting

We incorporate managerial risk aversion and stochasticity of takeover synergy gains into Harris’ (Harris, E.G. 1990. Antitakeover measures, golden parachutes, and target firm shareholder welfare. Rand Journal of Economics 21, no. 4: 614–25. bargaining model for the coexistence of antitakeover defenses and golden parachutes in corporate charters. We show that: (i) it is not always optimal that the target-firm shareholders adopt antitakeover defenses, (ii) the size of the golden parachute is proportional to the riskiness of the synergistic gains, and (iii) the target-firm shareholders are unequivocally better-off with golden parachutes than takeover-contingent stock options.     

The development and validation instrument for the cognitive medical errors: structural equation modeling approach

Quality & Quantity - Despite the great efforts of healthcare providers, medical errors are inevitable, and the consequences of these errors may vary from little or no harm (near-miss) to being...     

Heterogeneity in learning processes and the evolution of dynamic managerial capabilities as a response of emergence of biosimilar market: evidence from the Indian pharmaceutical industry

ABSTRACT

This paper examines heterogeneity in the response of Indian firms to the emergence of a new segment in the pharmaceutical generics market – biosimilars. The necessary diversity of the knowledge base and regulatory requirements underlying biosmilar products have created significant technological capability and market access challenges for Indian firms. This is but the latest development which adds to an existing catalogue of challenges including the decline of the traditional generics markets, regulatory hurdles in advanced country markets and failures in managing new drug development. Using case studies of three Indian firms we show that dynamic managerial capability is a key driver of heterogeneity in learning processes involved in acquisition of technological capabilities for biosimilars and market access strategies. It further highlights the important role of pre-existing capabilities in enabling and constraining the development of new biosimilar capabilities.     

Fast‐food addiction and anti‐consumption behaviour: The moderating role of consumer social responsibility

This study aims to understand the drivers of fast‐food addiction and the role of consumer social responsibility (CSR) on the relationship between fast‐food addiction and anti‐consumption. Due to growing health concerns, an increasing number of consumers have been avoiding the consumption of fast food. Based on a sample of 539 respondents, all pertaining to generation Y in Pakistan, this study tests a model including addiction and anti‐consumption behaviour. Empirical results provide strong evidence that individual and sociocultural factors together with advertising practices influence consumers’ fast‐food addiction. Results also reveal that CSR moderates the relationship between fast‐food addiction and anti‐consumption behaviour. Interestingly, the present study pioneers the discussion on how addiction can drive anti‐consumption. The findings can help public policy makers and managers to understand consumers’ anti‐consumption tendencies and help promote healthier consumption habits.