Lend me your wallets: the effect of charismatic leadership on external support for an organization

We argue that charismatic leadership can influence external support for the organization, particularly in making the company more attractive to outside investors. Two studies were conducted to test this general hypothesis. First, an archival study demonstrated that the stock of companies headed by charismatic leaders appreciated more than the stock of comparable companies, even after differences in corporate performance were controlled. It was also found that the effect of charismatic leadership was heightened under more difficult economic conditions. Second, an experiment was conducted in which the salience of charismatic leadership was manipulated, along with information about the prospects for an organization's turnaround. Results showed that appeals from a charismatic leader led to increased investment in the firm, and the leader's influence was greater when the prospects for an organizational turnaround were more difficult. It was also found that an endowment of stock enhanced the influence of charismatic appeals and that charismatic leadership may have affected the general risk propensities of followers. These findings were interpreted in terms of an external perspective on leadership, illustrating how leaders can manage the firm's economic and social environment. Copyright © 2004 John Wiley & Sons, Ltd.     

Performance implications of knowledge and competitive arousal in times of employee mobility: “The immutable law of the ex”

This article elaborates on extant literature on employee mobility by focusing on how the movement of personnel between competitors affects their competitive positions. Our mixed‐methods study of 402 head‐to‐head encounters from the English Premier League (2000–2005) reveals that transferred players improve the performance of the recipient team in head‐to‐head encounters against the donor. We also provide evidence that competitive arousal, as triggered by anger and pressures for proving loyalty to the recipient organization, as well as knowledge of the donor team's routines, explain the superior performance of transferred players. These results question the traditional view that organizational routines are not transferable through employee mobility. They also move beyond a prior emphasis on the negative effects of emotional states such as anger and competitive arousal, highlighting how these can occasionally be beneficial. © 2012 Wiley Periodicals, Inc.     

The composite cost function and efficiency in giant Japanese banks

This study provides further empirical investigation, in the context of giant Japanese banks, of the recent claim by Pulley and Braunstein (1992, A composite cost function for multiproduct firms with an application to economies of scope in banking, Review of Economics and Statistics 74, 221–230), that their new composite model for the multiproduct cost function has important advantages over the separable quadratic, generalized translog and standard translog models. In addition to assessing the composite model's relative ability in measuring global scope and scale economies, the study also extends the P-B analysis to assess measurement of product-specific scope and scale economies, pairwise cost complementarities between outputs, changes in the marginal costs of outputs and technological change. The results appear to confirm P-B's chain. The persistent finding of scale economies for large Japanese banks is also investigated and confirmed.     

The critical relationship between venture capitalists and entrepreneurs: Planning,decision-making,and control

On the basis of preliminary interview and survey data, evidence suggests that venture capitalists (VCs) are less involved with their affiliated new venture organizations than may be necessary for long term survival. The dual core model of innovation that emphasizes the need of a technical and administrative core for continued innovation is used as the foundation of this perspective. In the post investment relationship between the venture capitalist and the new venture, it is expected that the new venture has a well developed technical core. However, the administrative needs are often ignored by the new venture entrepreneurs. Therefore, it is recommended that VCs become more involved in the administrative component of the new venture organization (NVO) through either direct involvement or through the recruiting of key personnel. As the NVO moves through its life cycle the addition of an administrative component to its technical core provides for continued innovation necessary for long term survival and growth.     

Motivators of market mavenism in the retail environment

This study examines relationships between market mavenism and five other consumer characteristics. We conceptualize three of these characteristics as broad marketplace concepts at the same (or higher) level of abstraction as mavenism. The remaining two variables are involvement with specific product categories: mobile phones and clothing. The data come from a survey of 258 US student consumers. The results show that mavenism is positively associated with brand engagement in self-concept, status consumption, and materialism. Mavenism is also positively associated with involvement with mobile phones and with clothing. This pattern of relationships enriches the nomological network of market mavenism by describing possible motivators and consequences of this unique aspect of consumer behaviour.     

A Cost Indirect Evaluation of Productivity Change in UK Universities

The study provides an empirical analysis of productivity change in publicly-funded UK universities, against a background of government policy specifically designed to enhance the productive efficiency of universities in the provision of teaching and research. The nonparametric analysis employs a cost indirect approach to measuring productivity change, taking explicit account of the quality of research output and decomposing productivity change into technical change and efficiency change. The latter is also decomposed into changes in pure technical efficiency, scale efficiency and output congestion. Changes in size efficiency are also computed. On average, productivity declined by 4% over 1989–92, mainly as a result of regressive technical change. Evidence of biased technological change was found, with the frontier shifting out in favour of the teaching outputs and in relative to the research output.     

Information Systems Project Abandonment: A Case of Political Influence by the Stakeholders

This paper serves as a stimulus to investigators to examine the role organizational politics plays in decisions leading to the abandonment of information systems (IS) projects. While prior research has identified the development of IS projects as a highly political process, where stakeholders may be more concerned about furthering their self-interests than about contributing to the overall success of the project, there has been little research on identifying the political factors contributing to IS project abandonment. Our case demonstrates six types of political action that took place that caused an electronic commerce (e-commerce) project to be abandoned. Finally, when analyzing mistakes and their principal causes, there is one important lesson that we should learn. That is, all organizations make mistakes and there is the potential for learning from project abandonment experiences.