No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Environments and Organizations
... advocate for a balanced view on organizations and their environments as interacting causal forces (Aldrich, 1979(Aldrich, , 1999. ...
... advocate for a balanced view on organizations and their environments as interacting causal forces (Aldrich, 1979(Aldrich, , 1999. ...
... At the same time, however, the EE is not without boundaries. For example, Aldrich and others' work on "Organizations Evolving" (Aldrich, 1999;Aldrich, Ruef & Lippmann, 2020) elaborates on organizational dynamics across multiple level that we regard as far broader than what the EE Framework aspires to do. Similarly, the creation of new ventures is just one of a myriad of application areas for institutional theories, and perhaps not even its main focus. ...
These are our reflections on the observations and suggestions Howard Aldrich makes in his commentary "How Can the EE Framework be Improved?" which is based on his presentation at the 2nd Workshop on External Enablement Research.
Link to his paper: Bhttps://www.externalenablement.org/_files/ugd/558ca8_969e574212c54b79bbb5a74558268e99.pdf
Link to his presentation: https://www.externalenablement.org/videos
Link to our paper: https://www.externalenablement.org/_files/ugd/558ca8_a44cfaf225f143b09c6d03e30291761b.pdf
... A munificência ambiental se diferencia de dinamismo e complexidade, uma vez o ambiente dinâmico é mais desafiador e o complexo mais difícil de gerenciar (Jung et al., 2020), portanto prejudiciais ao desempenho (Baum & Wally, 2003). Já a munificência ambiental se refere à escassez ou abundância de recursos críticos necessários a apoiar o crescimento sustentável das empresas (Aldrich, 1979;Castrogiovanni, 1991). ...
... Segundo a teoria Visão Baseada em Recursos (VBR), a maneira pela qual as empresas adquirem e exploram os seus recursos versáteis, valiosos, heterogêneos e dinâmicos pode melhorar o seu desempenho (Penrose, 1959;Wernerfelt, 1984;Barney, 1991), inclusive por meio da diversificação internacional (Pergelova et al., 2019). Ambientes mais munificentes permitem que as empresas tenham acesso a recursos externos para suportarem o seu crescimento sustentável (Aldrich, 1979), fornecendo reservas contra ameaças competitivas e ambientais, tendo efeitos positivos no desempenho (Baum & Wally, 2003). ...
... A diversificação internacional deve ser estudada, portanto, sob a ótica da VBR, considerando o ambiente operacional do país de origem e destino das empresas, para fornecer uma visão mais holística dos efeitos das contingências ambientais e da diversificação internacional no desempenho das empresas. Munificência ambiental é o nível de escassez ou abundância de recursos críticos necessários às atividades e desenvolvimento sustentável das organizações (Aldrich, 1979;Dess & Beard, 1984;Castrogiovanni, 1991), os quais facilitam a sobrevivência das empresas (Porto et al., 2007). Ambientes generosos suportam o aumento de recursos dentro da empresa e fornecem reservas contra ameaças competitivas e ambientais, tendo efeitos positivos no desempenho (Baum & Wally, 2003). ...
... Environmental munificence differs from dynamism and complexity, as the dynamic environment is more challenging, and the complex one is more difficult to manage (Jung et al., 2020), therefore detrimental to performance (Baum & Wally, 2003). Environmental munificence, on the other hand, refers to the scarcity or abundance of critical resources needed to support the sustainable growth of companies (Aldrich, 1979;Castrogiovanni, 1991). ...
... According to the Resource-Based View (RBV) theory, how companies acquire and exploit their versatile, valuable, heterogeneous, and dynamic resources can improve their performance (Penrose, 1959;Wernerfelt, 1984;Barney, 1991), including through international diversification (Pergelova et al., 2019). More munificent environments allow companies to have access to external resources to support their sustainable growth (Aldrich, 1979), providing reserves against competitive and environmental threats, and having positive effects on performance (Baum & Wally, 2003). ...
... It was from the work of Dess and Beard (1984) that there was an objective operationalization of the organizational environment. Considering the private sphere, these authors proposed to reduce the dimensions summarized by Aldrich (1979), geographic concentration, heterogeneity and stability of the environment components, turbulence, and capacity of the environment, into three dimensions: munificence, dynamism, and complexity. Rasheed and Prescott (1992) and Porto et al. (2007) replicated Dess and Beard's (1984) model for the North American context with more up-to-date data and the results supported the validity of the original model. ...
... The word organization is derived from the Greek word organon, meaning tool or instrument (Google, 2020;Miskell, 2018). Aldrich (2008), much the same as Weick (2005), used the reality of life as a backdrop to state that organizations as societal instruments accomplish what individuals cannot. Aldrich went further to explain that complicated industrial societies are incogitable without equally congruent large and small organizations. ...
... North described the constraints as consisting of both formal precepts synonymous with written laws and informal precepts synonymous with traditions. McKelvey and Aldrich (1983) and Aldrich (2008) added communication layers to the list of constraints and argued that an organization systemically maintains the identifiable boundaries required to accomplish its goals. ...
... Chandler (1977) also added to the definition an additional attribute that hierarchical firms that seek profit are vehicles for capitalism. Aldrich (2008) qualified that the profit representation is uncommon in academic literature; however, this view contradicts that of many early organizationalists who based much of their work on Coase (1937), whose original work questioned the emergence of an organization when economics provided the channeled flow of goods and services. It is assumed that Chandler's (1977Chandler's ( , 1992 reference to profit as the critical motivation was more about the embodiment of capitalism and not merely about the maximization of profit of an individual organization within a given population. ...
Industrial distribution faces significant changes: supply chain challenges, competition from online sources, and difficulty finding new employees. This research project aimed to understand the lived experiences of several industrial distribution leaders and their quest to improve the lives of their employees and serve the mission on which their organizations were founded. Additionally, the research sought to answer questions concerning how fitness-enhancing strategies are formulated and their effect on the culture needed to prepare organizations for future uncertainty. The data for the project were collected through 17 semi-structured interviews of industrial distribution leaders. The data from the interviews were thematically captured and then filtered through the lens of complex systems and memetic culture. The research serves as a paradox that concentrates on nonlinear distribution aspects to supplement the widespread research almost exclusively focused on linear practices in the industry. One aspect of the research that remains a novelty is the hermeneutic fusion of horizons that offers a culmination of the voice of the distributor as a short narrative and explains the foundation of the promise that represents service and utility. Protecting the distributor promise builds relationships among distribution employees, representative agents, and manufacturers that preserve people in this unrelenting and stressful domain. These findings indicate that the industrial distribution leaders will continue to lead their organizations with fidelity and determination, despite the lack of a precise prognostication of the future.
... Munificence It refers to the environment's capacity to support organizational growth based on the availability of critical resources. Aldrich (1979), Castrogiovanni (1991), Child (1972), Cyert and March (1963), Dess and Beard (1984), Rasheed (1997, 2004), Starbuck (1976Starbuck ( -1983, Yasai-Ardekani (1989) Dynamism It expresses the speed, severity, and unpredictability of environmental change. Aldrich (1979), Child (1972), D'Aveni (1994), Dess and Beard (1984), Emery and Trist (1965), Rasheed (1997-2004), Jurkovich (1974), Miles et al. (1974), Starbuck (1983) Complexity It expresses the number, diversity, and degree of dependence among environmental factors. ...
... Aldrich (1979), Castrogiovanni (1991), Child (1972), Cyert and March (1963), Dess and Beard (1984), Rasheed (1997, 2004), Starbuck (1976Starbuck ( -1983, Yasai-Ardekani (1989) Dynamism It expresses the speed, severity, and unpredictability of environmental change. Aldrich (1979), Child (1972), D'Aveni (1994), Dess and Beard (1984), Emery and Trist (1965), Rasheed (1997-2004), Jurkovich (1974), Miles et al. (1974), Starbuck (1983) Complexity It expresses the number, diversity, and degree of dependence among environmental factors. Aldrich (1979), Castrogiovanni (1991Castrogiovanni ( -2002, Child (1972), Dess and Beard (1984), Duncan (1972), Huber and Daft (1987), Miller and Friesen (1983), Starbuck (1976), Tung (1979) Strategic Posture Aggressive It is the posture an organization adopts in allocating resources to improve its market position compared to its competitors. ...
... Aldrich (1979), Child (1972), D'Aveni (1994), Dess and Beard (1984), Emery and Trist (1965), Rasheed (1997-2004), Jurkovich (1974), Miles et al. (1974), Starbuck (1983) Complexity It expresses the number, diversity, and degree of dependence among environmental factors. Aldrich (1979), Castrogiovanni (1991Castrogiovanni ( -2002, Child (1972), Dess and Beard (1984), Duncan (1972), Huber and Daft (1987), Miller and Friesen (1983), Starbuck (1976), Tung (1979) Strategic Posture Aggressive It is the posture an organization adopts in allocating resources to improve its market position compared to its competitors. Buzzell et al. (1975), Hofer andSchendel (1978), Venkatraman, (1989), Lumpkin and Dess (2001) Analysis It is the basic problem-solving approach to understanding both the internal and external environments of an organization. ...
... 4). Aldrich's (1979) assertion is the product of its time: until the late 2000s, it was conventional to frame organizations in the sharply delineated ideal types of hierarchy (authority), market (price), and network (trust) and to treat these as mutually exclusive alternatives for conducting transactions (Bradach & Eccles, 1989;Powell, 1990;Serrat, 2021a;Williamson, 1975Williamson, , 1985. However, Powell (1987) detected that hybrid forms of organizing were emerging in response to changes in situations, limits to the size of organizations, the growing need for speed and information, and the development of networks and generalized reciprocity; even so, Powell (1987) questioned the permanence of any new arrangement. ...
... teased out dimensions in terms of which new organizational forms might appear.Morgan (2014) pointed out that even hierarchies now comprise flatter organizations, flat organizations, flatarchies (neither flat nor hierarchical), and holacratic (or decentralized) organizations.These days, in continuing refutation ofAldrich (1979), hybrid forms of organizing are now common at micro, meso, and macro levels of societal activity in the public, private, and civil society (or third) sectors(Johanson & Vakkuri, 2018). The private sector is a jumble of undertakings vying for transient advantages in fast-moving environments(McGrath, 2013;Schwab, 2017). ...
Until the late 2000s, it was conventional to frame organizations as ideal types: hierarchy, market, and network. In the volatile, uncertain, complex, and ambiguous (VUCA) world of the 21st century, however, organizations increasingly engage in triadic forms of organizing so they might match the requirements of a situation. Therefore, the purpose of this study was to close the gap in knowledge of what context-specific modes of leadership can help manage organizations. A vital research question relates to what leadership management framework for sense-making and decision-making can help organizations meet challenges and reap opportunities in simple, complicated, complex, and chaotic contexts. With social constructivism, the research question was grounded by interviews of 12 subject matter experts. The participants to the study queried and qualified the relevance of traditional (20th century) styles of leadership in a VUCA world; volunteered that metagovernance, complexity leadership, and sense-making can help to jointly characterize the new operating environment for organizations; determined that context should bear on sense-making and decision-making; and considered that a context-specific leadership management framework can support metagovernance of situationally-determined combinations of hierarchy, market, and network forms of organizing. This exploratory study articulated a knowledge claim vis-à-vis organizations of the future and a framework for how they might be led, with extensive and topical ramifications for theory, practice, and follow-on research.
... This Element is based on the premise that there need not be a fundamental opposition between the ecological and strategic management perspectives, and that a fruitful integration of these ideas is possible in some ways. To pursue this aim, we use the variation-selection-retention framework of cultural evolutionary theory (Aldrich, 1979;Campbell, 1965;Weick, 1979), which has previously been applied to strategy-making by Western (Burgelman, 1983c) as well as Japanese (Kagono et al., 1985) scholars. We extend earlier work by addressing research questions motivated by the evolutionary perspective, always keeping in mind the various ways in which strategy-making manifests. ...
... When they do intervene, top management's direct influence is through the manipulation of structural context. This study can also be related to the validity of rational versus natural selection models to explain organizational growth and development (Aldrich, 1979;Pfeffer & Salancik, 1978;Weick, 1979). The multilayered picture of the strategic management process presented here suggests that these strategic choice processes, when exercised during innovation initiatives, take the form of experimentation and selection, in line with organizational evolutionary theory rather than the strategic planning or rational actor approach. ...
This Element presents several frameworks of strategy-making that serve to analyze organizational evolution processes within and beyond the firm. These frameworks form an integrated evolutionary ecological lens to examine the dynamics of strategy-making in organizational evolution. They highlight the role of the internal selection environment for analyzing processes and practices at various managerial levels (top, middle, and operational) within the organization. The Element also explains the role of the CEO in maintaining and updating the internal selection environment and contributing to organizational evolution, as well as making. fundamental decisions about organizational splits of the firm's business models as an ecosystem evolves.
... Exogenous frameworks suggest that OC is an adaptive response to external influences, such as environmental jolts (Meyer, 1983), technological discontinuities (Anderson and Tushman,1990), and structural changes in the market (Porter, 1980). Organizations react to external forces that signal or determine the need for adaptive change (Aldrich, 1979). Endogenous theories, on the other hand, treat OC as an internal process resulting from entrepreneurial decisions about what strategic initiatives an organization should pursue (Child, 1972). ...
... Macro-M&O theories vary on the nature and role of the environment in OC. Organization theory has given considerable attention to classifying organizations' general and task environments (Aldrich, 1979;Starbuck, 1976). The most prevalent categorization concerns the speed and predictability of environmental change, with environments classified as relatively stable or dynamic depending on how fast and predictably, they change (Emery & Trist, 1965;Jurkovich, 1974). ...
... Exogenous frameworks suggest that OC is an adaptive response to external influences, such as environmental jolts (Meyer, 1983), technological discontinuities (Anderson and Tushman,1990), and structural changes in the market (Porter, 1980). Organizations react to external forces that signal or determine the need for adaptive change (Aldrich, 1979). Endogenous theories, on the other hand, treat OC as an internal process resulting from entrepreneurial decisions about what strategic initiatives an organization should pursue (Child, 1972). ...
... Macro-M&O theories vary on the nature and role of the environment in OC. Organization theory has given considerable attention to classifying organizations' general and task environments (Aldrich, 1979;Starbuck, 1976). The most prevalent categorization concerns the speed and predictability of environmental change, with environments classified as relatively stable or dynamic depending on how fast and predictably, they change (Emery & Trist, 1965;Jurkovich, 1974). ...
... A theory of context indicates that contextual factors shape public organization outcomes and strategies which may affect the performance and management of public organizations Meier 2011, 2015;Dess and Beard 1984;Andrews 2009;Boyne 2003). Most studies include three dimensions including turbulence, munificence, and complexity when applying a theory of context to organizational management and fiscal performance analysis (e.g., Dess and Beard 1984;Aldrich 1979;Andrews 2009;Anastasopoulos, Moldogaziev, and Scott 2020;Mintzberg 1979;Ansoff et al. 2019). Specifically, Anastasopoulos et al. (2020) have applied the threedimensional approach to understand budget functions among California counties in the United States. ...
... The three dimensions include turbulence, munificence, and complexity. Turbulence is usually some externally induced changes that are challenging for organizations to plan and control (Aldrich 1979). More turbulence requires more managerial efforts and affects organizational performance (O'Toole and Meier 2011). ...
The COVID-19 global pandemic has prompted a variety of fiscal policy responses from national governments around the world. This research constructs a panel data set of 170 countries to investigate the impact of fiscal capacity and COVID-19 crisis severity on government spending during the pandemic, after controlling for socio-economic, political, and institutional factors. Using cluster analysis and multivariate regression, the results show that COVID-19 fiscal spending increased with the expansion of the pandemic, although spending on COVID-19 tended to decrease somewhat over time. We also find that countries with stronger fiscal capacity were associated with higher fiscal spending during the pandemic. Thus, our study suggests that the severity of the pandemic combined with the fiscal capacity of countries shaped government spending on COVID-19.
... Environmental turbulence pertains to volatility or difficult-to-predict discontinuities in a firm's industry (Aldrich, 1979). Turbulent environments are characterized by unpredictability, unexpected changes, and the absence of patterns (Fynes et al., 2004). ...
... Turbulent environments are characterized by unpredictability, unexpected changes, and the absence of patterns (Fynes et al., 2004). In a turbulent industry, firms are more likely to switch partners to respond to changes (Aldrich, 1979) proactively adapting their resources to new environmental requirements (Kandemir et al., 2006). In such environments, the consequences of discontinuing an alliance tend to be less severe, thus firms may also be less inclined to avoid conflict with their alliance partners. ...
The few studies investigating partners' response behavior in strategic alliances often fail to provide empirical support for a large proportion of the relationships they hypothesized. This discrepancy between theory and empirical findings could be attributed to a misconceptuali-zation of response strategies as independent from each other. Indeed, response strategies could be better conceptualized as a circumplex structure rather than as discrete responses. Whereas the circumplex structure of response strategies has been empirically established, it has not yet been taken into account when detecting the effects of potential antecedents on response strategies. A model that accounts for the circumplex structure thus should exhibit superior explanatory power by reducing Type II error. PLS path modeling is particularly suited to substantiate the superiority of such a model, however PLS path modeling as implemented in extant software is not equipped to estimate circumplex structures. Therefore, the objective of the present study is twofold. First, we extend PLS path modeling so that it can handle cir-cumplex structures. Second, building on a circumplex structure of response strategies, we develop and test a model of alliance partners' response strategies and key antecedents. The results of a survey of alliance managers corroborate our expectations and demonstrate that non-significant antecedents become significant when accounting for the circumplex structure. This study thus advances PLS path modeling and contributes to a better understanding of managers' complex decision-making processes in strategic alliances.
... Thus, taking account of contingencies that make scope more or less advantageous to performance is a natural next step in this line of inquiry. Research highlights the importance of task environments as important contingencies in the scope-performance relationship (Aldrich, 1979;Castrogiovanni, 2002), although prior investigations have been narrow and primarily restricted to for-profit organizations. However, nonprofits' reliance on environmental resources is widely acknowledged given that their funding is heavily weighted on external sources. ...
... Munificence refers to the abundance or scarcity of resources in an environment (Aldrich, 1979;Dess and Beard, 1984). Traditionally, in the for-profit realm, munificence is measured by the growth in sales within an industry over a five-year period (Keats and Hitt, 1988). ...
We use a mixed methods design to investigate the relationship between scope and performance within nonprofits and under varying conditions of environmental dynamism, munificence, and complexity. Prior strategy research on for-profit organizations suggests that relatively high levels of environmental dynamism and complexity attenuate the negative relationship between scope and performance, while greater munificence reinforces it. Our longitudinal quantitative study of approximately 63,000 Canadian nonprofits suggests the opposite: greater dynamism reinforces the negative relationship, and munificence bears no definitive effect, indicating that certain task environment effects on the scope-performance relationship manifest uniquely for organizations pursuing social over economic value creation. We then conduct qualitative interviews with nonprofit executives to explore in greater detail the probable mechanisms that underpin these relationships, highlighting three-nature of mission, scarcity of human capital, and competitive tension in collaboration. We offer several contributions to theory and practice regarding the relationship between nonprofit scope and performance.
... The organizational effectiveness is determined by optimal management of production resources that are at disposal within organization as well as its flexibility and abilities to adapt the external symptoms like market requests, competitive configurations, future conditions of sales and production and accurate management decisions. The enterprise effectiveness is also determined by job performance, perceived as a function of motivation, external conditions and qualifications and competencies 5 . For last two decades, which were the restructuring period of Polish economy, the need for development ways searching has been increasing, what is particularly seen in the case of recession. ...
... In Author's opinion the organizational ecology describes the ultimate mortality of organization that is negatively correlated with other organization chances [Carroll, 1984: pp. 71-93;Aldrich, 1979; M.T. Hannan, J. Freeman claim, that the environmental impact decides whether an organization lasts or ends. In that context "environment" refers to natural selection, through the competitive mechanisms and limitations as determinants of social changes process. ...
Human Performance and Talent Management dimensions.
... Our findings not only highlight three general data sourcing practices, but also help to understand -via the lens of institutional theory -how the exerted pressures shape those practices: interestingly, the normative and cognitive-cultural pressures were as prominent, if not more so, than the regulative pressures in shaping the data sourcing practices. While firms of course gain and maintain legitimacy through attempting to navigate the complex regulations that have already emerged (Scott, 2013), we saw that the pressure from other organizations (Aldrich, 1979;DiMaggio & Powell, 1983) and customers played a substantial role in prioritizing sustainability initiatives and their data requirements. The context of sustainability transcends its regulative implications, where companies must vie for "political power, institutional legitimacy... as well as economic fitness" (DiMaggio & Powell 1983, p. 150) from its peers, competitors, and customer constituents alike. ...
Many companies use the UN Sustainable Development Goals as a point of reference for their sustainability initiatives and actions. Reporting on these goals requires collecting, processing, and interpreting substantial amounts of data (e.g., on emissions or recycled materials) that were previously neither captured nor analyzed. Although prior studies have occasionally highlighted the issues of data availability, data access, and data quality, a research void prevails on the data perspective in the sustainability context. This article aims at developing this perspective by shedding light on
data sourcing practices for the reliable reporting of sustainability initiatives and goals. We make a two-fold contribution to sustainability and Green IS research: First, as theoretical contribution, we propose a framework based on institutional theory to explain how companies develop their data sourcing practices in response to regulatory, normative, and cultural-cognitive pressures. Second, our empirical contributions include insights into five case studies that represent key initiatives in the field of environmental sustainability, that touch on first, understanding the ecological footprint, and second, obtaining labels or complying with regulations, both on product and packaging levels. Based on five case studies, we identify three data sourcing practices: sense-making, data collection, and data reconciliation. Thereby, our research lays the foundation for an academic conceptualization of data sourcing in the
context of sustainability.
... Creating an education and outreach division to expand a sh and wildlife agency's boundaries (i.e., limits of existing social in uence, networks, or resources that constitute an organization [Santos and Eisenhardt 2005]) through a diversi cation strategy is one example. Persuading people to sh recreationally through tailored marketing strategies, such as o ering free shing days, is also an example of this type of rst-order change (Aldrich 2008). A motivation to pursue rst-order change may also be to distance an organization from making drastic change (Decker et al. 2011). ...
In this chapter, we propose that “serving and engaging broader constituencies in a way that is easily integrated into an actionable, adaptive approach” (AFWA 2019:19) requires fish and wildlife agencies to transform into social learning institutions (Campbell 1991). Section 13.2 details why an organizational focus should be considered now, and section 13.3 details the steps involved, the types of organizational transformation needed, the linkages between change and governance, and how to build, honor, or let go of the past, as necessary, and move forward with requisite cultural change. Section 13.4 considers the challenges associated with organizational transformation in the context of historic fisheries and wildlife management, in particular discussing
how attending to design can inform a legitimate fish and wildlife governance in the challenging decades ahead. We summarize the need for agencies to become social learning institutions
in section 13.5. Throughout the chapter, we draw from research on organizational transformation, institutional analysis, and design principles, with the goal to explore agency transformation
as a means to increase agency relevancy and affect positive change through statutes, rules, and policy. Further, this chapter is situated within new or even radical conservation visions
and movements that problematize our “traditional” ways of conserving biodiversity in order to create a more sustainable and just world (hopefully, before the clock runs out). Hence, we argue
that serious consideration be given to altering the current paradigm to define relevancy in a way that meet these ends. The ideas presented herein are intended to guide, invigorate, and mobilize change agents; stimulate discussion and debate; and clarify a range of options available not just to achieve bureaucratic efficiency or enhanced constituent satisfaction, but to build organizations better equipped to meet the pressing challenges of the world.
... Business innovation practices have been linked to firm survival in numerous studies by pointing to some concepts relevant to both innovation practices and survival. In addition to surviving crises imposed by the external environment, survival also occurs when you win against those crises (Aldrich, 1979). While utilizing business survival strategies may appear to be time-consuming and yet are occasionally costly, they ought to be invoked through both the established and new businesses to conquer fierce competition when supposing one wants one's business to undergo the success, they need to take the business' challenging globe on. ...
The digital technologies introduced in recent years have transformed consumption practices, particularly in the tourism industry, which is currently struggling to survive during the coronavirus pandemic. The objective of this paper is to develop an academic structure to identify the impact of business innovation practices on performance and firm survival strategies, and to understand what new technologies are being used to mitigate the pandemic’s impact and to establish innovative practices that lead to sustainable business performance. Given the dynamic nature of the subject area, both quantitative and qualitative approaches have been adopted. Firstly, the paper employs a three-round Delphi survey with 15 senior executives of Taiwanese leisure tourism–related industries to develop measurement techniques. Secondly, based on the Delphi survey’s results, the study utilizes document analysis of website content and case documents of Asia’s leading online travel agencies (OTAs) during the pandemic. The results demonstrate that the business model of OTAs is to fill the gap in the free travel market with live-stream conferences that offer information quality and innovation practices that are more flexible, down-to-earth, and content marketing–oriented than traditional travel agencies. Furthermore, OTAs can strategically and financially ally themselves with suitable partners when facing major crises to strengthen their competitive advantage and create survival opportunities. Finally, AR/VR, AI, and big data (digital transformation) are integrated into daily operations to enhance service quality, close information gaps, increase the sense of travel security, and promote the decentralization of the travel industry. The research has practical implications for travel agency managers and policymakers, and the paper concludes by discussing challenges and future directions.
... This was defined as resource abundance and the resulting capacity to support growth. Similar to environmental capacity, this variable represents the availability of environmental resources to support growth (Aldrich, 1979). Market munificence (MARKETMUNI) was calculated as the average growth rate in the sales of the dominant industry over the past five years (Keats & Hitt, 1988;Li & Tang, 2010), reflecting the market's growth potential and its primary channels of industry sales and market growth. ...
Despite recent progress, the literature is still unclear on the internal determinants of employee-related corporate social responsibility (CSR), particularly regarding the effect of the chief executive officer (CEO). Integrating upper echelons theory with the social class literature, this study examines how CEO social class perception influences private firms' employee-related CSR. Based on a unique dataset from the Nationwide Private Firms Survey of China, this study empirically shows that higher CEO social class perception promotes a higher level of employee-related CSR activities in private firms. Additionally, this positive impact of CEO social class perception on employee-related CSR is amplified among younger firms and firms that face higher market munifi-cence. Our study contributes to the current literature by enriching our understanding of the antecedents of employee-related CSR from the perspective of the CEO's cognition of his or her social class and revealing the related informative boundary conditions.
... (Kanter, 1979;Pfeffer, 1981) (Aiken & Hage, 1968;Aldrich, 1979;Pfeffer & Salancik, 1978;Thompson, 1967) (Kotter, 1979;Pfeffer & Salancik, 1978) นอกจากแนวคิ (Quinn & Rohrbaugh, 1983;Scott, 1977;Seashore & Yuchtman, 1967) (Jacobs, 1974;Pfeffer & Salancik, 1978;Thompson, 1967) ตามกรอบแนวคิ ...
This article reflects on the relationship between an organization and its environment and shows that Resource Dependence Theory can clearly demonstrate this relationship and its significance to an organization's survival. Resource Dependence Theory has a complex origin and is supported by a number of underlying concepts related to power and social exchange. Foremost is the proposition that an organization relies on various resources in order to survive, the most necessary resources tend to be controlled by other organizations. Therefore, an organization must hold power and seek to acquire resources while also decreasing its dependence on other organizations. This article discusses Resource Dependence Theory in terms of Jeffrey Pfeffer and Gerald R. Salancik's model, as theirs is widely considered the official model for this theory. In short, the theory posits that in order to understand organizational behavior, one must first understand the ecology of an organization, and the key to an organization's survival is its capacity to acquire and maintain important resources from its environment. To acquiring needed resources by using organizational strategies and organization must transact with other elements in their environment, including the negotiating exchange.
... Related to Worthington and Britton [72] the environment volatized can cause a scale of uncertainty for the organization (or for its business units or SBUs) and this leads to higher and more difficult knowledge, functions are intuited as out of step with the challenges faced by the externative environment of organization and will cause them to be undervalued or completely inferior along the strategic decision process [73][74][75]. Concepts related to decision-making during organizational external analysis [76,77] include, among others, employee resistance, intra-organizational conflicts [78,79] and reduced employee resilience. ...
Research reveals the externative organizational factors, their impact on the weight of managers in the decision-making process for a development and creation of sustainable leaderism. Emphasizing that the factors of the managerial environment constantly have an effect and produce changes, bringing challenges for managers to make decisions. Research will analyze their impact and the attention that managers pay to this unstructured and non-routine dimension of decisions. This research is based on the derivation of analyzes through the Correlational Field Study (CFS), the use of some models for measuring impact and sustainability such as General Linear Model (GLM) the analysis of consistency index (CI) measurements for decision making (DM) through the Analytical Hierarchy Process (AHP). Research highlights the SEM-PLS approach by closely identifying the inter-connection and the weight of the interlinkage between externative factors and decision-making. Study was conducted in 100 study organizations in Kosovo. Firstly, brings the correlation analysis between the factors by looking more closely at their correlation and decision making, secondly the impact on the weight that these factors lading during managerial analyses, thirdly through the AHP method we highlight the clear analysis of the consistency index (CI) and random consistency (CR) proving that decision making is influenced day-to-day by extern factors such as: uncertainty, risk, turbulence dynamics etc. Inevitably be considered for future research the new era of business peripherically changes such: competitiveness, ambiguity and ambidextrous.
... A way of determining the contingency effect of the environment was advanced by Dess & Beard (1984). The authors proposed a model of task environmental conditions, that are, munificence, dynamism and complexity, through collapsing the environmental conditions advocated in earlier work (Aldrich, 1979;Aldrich & Herker, 1977) by means of factor analysis. ...
An environment, in which volatility and deep uncertainty represent the leading paradigm, pressures firms to focus their attention on adapting to disruptive environmental conditions. Although scholarly attention in the firm-level resilience construct has increased over the years, a number of important issues remain underexplored. To advance progress in the field, research is needed on the dimensions of resilient response formulation and enactment, the dimensions of the disruptive environment and situational factors as well as resilience as a latent outcome variable. Based on an in-depth, systematic review of the received literature, this thesis aims to extend the firm-level resilience literature by offering two distinct views of how firms develop, nurture and sustain firm-level resilience: One, the conceptual model of resilience capacity proposes a dynamic capability view of the dimensions and capabilities that underpin resilience capacity, thereby informing the capability literature on the capabilities essential to firm-level resilience. Two, the empirical study yields an inductive-contingency-based model of resilience that informs literature on the processes, dynamics and behaviours that underpin resilience response formulation and enactment contingent upon situational factors as well as characteristics of disruptiveness by detailing the dynamic, recursive and reciprocal nature of the relationships within the inductive model. In combination, these two views may provide useful insights to inform scholarship and managerial practise.
... Adapte olabilirlik (adaptability), çevresel güçlere gerekli tepkilerin verilmesine yönelik seçim ve tercih süreçleri olarak ele alınmıştır (Child, 1972;Aldrich, 1979). Hrebiniak ve Joyce, (1984) adapte olabilirliği, çevresel durumlarla örgütsel yeteneklerin aynı hizaya getirilmesi/uyumlaştırılması olarak açıklamıştır. ...
Dinamik çevre koşullarının yarattığı belirsizlik ortamında, çeşitli zorluklarla ve krizlerle karşılaşan organizasyonların, bu zorluk ve krizlere adapte olabilirlik düzeyleri, faaliyetlerini sürdürmek ve varlıklarını devam ettirebilmek için sahip olmaları gereken özellikler arasında değerlendirilmektedir. Örgütsel adapte olabilirlik (organizational adaptability), olumlu ve olumsuz bağlamda iç ve dış çevresel sınamalar karşısında işletmelerin uyum gösterme tepkileri verebilmesi özelliğidir. Örgütsel yine/yenilenme-dayanıklılık (organizational resilience) ise meydan okumalar karşısında eyleme geçebilme, denge durumunu sağlama, eski haline dönebilme ya da eskisinden daha iyi bir hale gelerek tehditleri fırsata çevirebilme özelliğini ifade etmektedir. Bu çalışmada, örgütlerin adapte olabilirlikleri (uyum sağlayabilmeleri) ile rezilyans yetenekleri arasındaki ilişki dinamiklerinin işleyişi incelenmiştir. Bu amaçla, çeşitli krizlerle karşılaşmış ve üstesinden gelmiş danışmanlık, eğitim ve üretim alanlarında faaliyet gösteren üç örgüt ile vaka çalışması yapılmıştır. Kritik olay yönteminin benimsendiği vaka çalışmalarında, kriz yaşamış üç örgütten çalışanlarla yapılan yarı-yapılandırılmış görüşmeler sonucunda, örgütleri dışarıdan ve içeriden etkileyen farklı zorluklar tespit edilmiş, örgütlerin ve çalışanların bu zorlukların üstesinden gelmek için hangi eylemleri tercih ettikleri belirlenmiştir. Elde edilen veriler, bazı örgütlerde krizlere karşı uyum odaklı eylemler tercih edilirken, bazılarında ise uyum sağlamadan da örgütsel sürdürülebilirliğin sağlanabildiğini ortaya koymuştur. Ayrıca bazı örgütlerde olumsuz uyum davranışlarının da ortaya çıktığı görülmüştür. Yapılan çalışma sonucunda adapte olabilirlik özelliğinin, örgütsel rezilyans yeteneği ile aynı anlamı taşımadığı, ancak bu yeteneğin bir alt boyutu olabileceğine ilişkin bulgular elde edilmiştir.
... Second, sociocultural approaches develop explanatory models around a tightly linked set of a few core concepts: variation, selection, and retention [28,101]; though the specific terms sometimes differ e.g., [42,54,[102][103][104]. "Variation" refers to novel cultural forms, whether idealities (such as memes, concepts, mental plans), artifacts and their properties [34], or something in between (e.g., "habits and routines" [26]). Novel sociocultural variants appear through many processes, from intentional planning to trial-and-error experimentation, luck, error, and conflict. ...
This paper seeks to develop the core concepts of a model of urban evolution. It proceeds in four major sections. First, we review prior adumbrations of an evolutionary model in urban theory, noting their potential and their limitations. Second, we turn to the general sociocultural evolution literature to draw inspiration for a fresh and more complete application of evolutionary theory to the study of urban life. Third, building upon this background, we outline the main elements of our proposed model, with special attention to elaborating the value of its key conceptual innovation, the “formeme”. Last, we conclude with a discussion of what types of research commitments the overall approach does or does not imply, and point toward the more formal elaboration of the model that we undertake in “Towards a Model of Urban Evolution, Part II” and “Towards a Model of Urban Evolution, Part III”. In “Towards a Model of Urban Evolution, Part IV” we demonstrate the application of the model to Yelp data.
... a) Conceptual Framework of the study Exporting can be conceptualized as a strategic response by management to the interplay of internal and external forces. The particular theoretical perspective adopted here is the principle of strategy environment coalignment (Aldrich 1979;Porter 1980; Venkatraman and Prescott 1990), which states that the "fit" between strategy and its context whether it is the external environment (Anderson and Zeithaml 1984;Hofer 1975) or organizational characteristics (Chandler 1962; Gupta and Govindarajan 1984) has significant positive implications for firm performance framework of industrial organization (cf. Scherer and Ross 1990) and rests on two premises: (1) Organizations are dependent on their environments for resources (Pfeffer and Salancik 1978) and (2) Organizations can manage this dependence by developing and maintaining strategies (Hofer and Schendel 1978). ...
This study examined the impact of specific firm characteristics, environmental characteristics and marketing mix strategy on export marketing performance. Data were gathered using a structured questionnaire from firms engaged in leather and leather related products, textile and garment exporting companies operating in Ethiopia. Although a total of 278 questionnaires were distributed to a sample of exporter from leather and textile sectors 253 questionnaires were returned at the end of the data collection process, which gave the response rate of 91 per cent. Correlation, regression and path analysis were used to analyse the data. Firm characteristics, Industry characteristics, Export market characteristics, and Product adaptation influence Export performance significantly at 95% confidence interval with a sig. level of 0.000, 0.000, 0.029, and 0.001 respectively. The variable firm characteristics significantly affect export performance and partially mediated by product adaption. When the mediator variable removed from the model its direct value dropped from 0.31 to 0.18 and the direct effect is still significant after mediator enters the model. Product characteristics, export market characteristics and industry characteristics significantly affect export market performance.
... In today's business environment, management and staff must be able to deal with interrelationships and ambiguous and complex dependencies between technology, data, tasks, activities, processes, and people (Sandhu & Gunasekaran, 2004;Seethamraju & Seethamraju, 2009). In such a complex environment, organizations need managers who took into consideration and separate the inherent complexity in their important decision making (Aldrich, 2008;Doherty, 2000;Pettigrew, 2014). In general risk is known with the concept of the probability of loss tolerance or uncertainty and has various types and different classifications (Aven, 2015;Heckmann, Comes, & Nickel, 2015;Williams & Baláž, 2013). ...
Risk management has always been one of the major concerns of corporate executives, and activities in connection with the issue of risk management is growing and evolving. However, little and a few empirical research and articles associated with factors related to this issue have been conducted. This study examines the relationship between the characteristics of Board, independent audit fees and ownership concentration on business risk management. For this purpose, a sample of 105 companies listed in Tehran Stock Exchange for the 5-year period 2008 to 2012 is studied. To verify the hypothesis, regression test is used. The results of testing hypotheses suggest that there is no significant association between the characteristics of the Board and risk management business. There is a significant relationship between independent audit fees and business risk management. There is no significant relationship between ownership concentration and business risk management.
... The study of firm survival began with Charles Darwin's evolutionary theory, which described the term "survival" from a biological science point of view. Hannan and Freeman (1977) and Aldrich (1979) have also used this evolutionary theory by implementing it in organizational studies and adopting discourses of survival. The theory's development is known as the "evolutionary theory of the firm." ...
This paper aims to investigate the factors determining a fintech firm's survivability using Evolutionary Game Theory. This paper will examine the survivability of fintech firms in Malaysia, focusing on three characteristics: industry-specific, firm-specific, and fintech-specific. Independent variables denote industry-specific characteristics such as regulatory support and pressure intensity. Three independent variables define firm-specific characteristics: firm size, management team size, and internationalization scope. The business model and fintech capabilities represent fintech-specific characteristics. This study will look at the moderator variable (fintech experience) to determine if it changes the relationship between firm-specific characteristics and the survival of fintech businesses. Fintech is evolving and now provides a broad range of business services on a global scale. However, fintech research is still in its infancy and is limited, particularly in fintech firm survivability. Most of the study discusses fintech adoption in terms of technology and user perceptions. As a result, a theory-driven theoretical model suitable for analysing the survivability of fintech and fintech firms is an absolute necessity. This study will employ a quantitative approach with the questionnaire survey method in data collection. The population of this study involves 233 fintech companies as the unit of analysis. Based on the population, a sample will be selected using stratified random sampling, and 177 companies will be chosen from a population of 233. For this research, the Statistical Package for Social Sciences (SPSS) version 25 and Amos Graphics version 24 will perform data coding and analysis. Analysis of Moments Structure (AMOS) software will be used in Structural Modelling Equation (SEM) because it can quickly, accurately, and effectively look at how latent constructs are linked together.
... Environmental dynamism has been widely noted as a major contingent factor in the use of organizational capabilities (Drnevich & Kriauciunas, 2011;Schilke, 2014b). Munificence and complexity are other key variables that capture the effects of the environment and have been found to affect a firm's usage of its resource base (Aldrich, 1979;Chen et al., 2017). ...
Organizational capabilities have a key influence on firm performance. Ordinary capabilities, a prominent classification advocated by capability scholars, allow a firm to perform its primary functional activities. Past research indicates that there are limits to the contributions of ordinary capabilities to firm performance, but largely has explored it via contingent effects in an industry context. We argue, however, that these limits also are a function of the development of market-supporting institutions. In this paper, we investigate the effect of capital market development – a key pillar of market-supporting institutions – on a firm’s use of two ordinary capabilities, operations and marketing. We trace the heterogeneity of this effect for two key firm resources, investments in R&D and financial slack, that are indicative of different strategies pursued by firms. We test our three-way interaction model using a sample of Indian firms over a twenty-year period of institutional reforms. Our findings contribute to integrating the organizational capability and institutional theory literature and advancing research on the sustainability of firm profits in emerging economies.
... La munificencia es un elemento que forma parte de las condiciones ambientales externas y favorables para la empresa (Antoncic y Hisrich, 2001;Zahra, 1993). Conceptualmente la munificencia refleja la riqueza de las oportunidades de emprendimiento y renovación de empresas en una industria (Aldrich, 1979). Kearney et al., (2013) señalan que la munificencia se refiere a "la riqueza de oportunidades para el emprendimiento corporativo y renovación en una industria" (p. ...
Con la intención de explorar la relación entre la educación media superior en México y el desarrollo sustentable, se llevó a cabo un estudio con enfoque cuantitativo, se analizaron datos de fuentes secundarias, específicamente de bases oficiales proporcionadas por el INEGI, INEE, CONAGUA, SEP y CONAPO. Por medio de la regresión lineal se evalúo y determinó que existe una relación significativa entre la matricula e instituciones de educación media superior y el desarrollo sustentable. Los resultados generados permiten observar la importancia de dar continuidad a la reforma educativa en este nivel en México, que establece entre sus prioridades desarrollar en el alumnado la competencia en materia de sustentabilidad.
... According to Fischer (1993), stable macroeconomic conditions reflect an environment with macro-level policies that are conducive to growth, where stability derives from reasonable and predictable inflation, interest rates, sustainable fiscal policy, effective balance of payments, and other policy-related mechanisms for appropriately responding to economic fluctuations. Stable economic environments generally do not require or reward complex and risky explorative strategies such as BMI (Aldrich, 2008). We contend that economies with systematic mechanisms in place to effectively respond to unforeseen economic fluctuations will not only create more stable fiscal and market environments but may also deny managers the opportunity to fully capitalize from BMI. ...
Business Model Innovation (BMI) is an important construct in strategic management and entrepreneurship. However, the continued theoretical advancement and practical application of BMI is threatened by the lack of conceptual and empirical models that comprehensively integrate critical contingency factors and boundary conditions that characterize the BMI-firm performance relationship. Contributing to the evidence-based approach in management research, we meta-analyze 77 studies of 26,050 firms in order to highlight critically important conditions that alter the BMI-performance link. We find the effect of BMI on performance is positive (r‾c = 0.25) and that the relationship is context dependent. Specifically, we find that characteristics of BMI, as well as firm age, industry, and the stability of the macro environment shape the relationship between BMI and performance. We discuss the implications of our findings for both BMI research and practice.
... The first is the company's dependence on environmental factors in order to continue its activities and, more importantly, to remain competitive [30]. The second is the effect of environmental uncertainty on decision-making mechanisms [31]. Uncertainty is defined as the perceived inability to predict something to be predicted [32]. ...
In this study, the direct effect of environmental uncertainty on competitive advantage and its indirect effect through the sequential mediator variables of supply chain integration and supply chain agility were investigated. The sample of the study consists of company managers operating in the manufacturing sector in Turkey. An online survey was sent to company managers through connections established on LinkedIn and an analysis was carried out with the data collected from 414 participants. As a result of the analysis, it has been determined that environmental uncertainty has a direct, significant and positive effect on competitive advantage. In addition, the results of the research show that supply chain integration and supply chain agility have a partial mediating role in the relationship between environmental uncertainty and competitive advantage. According to the results of this study, in conditions of high environmental uncertainty, companies can increase their supply chain agility capabilities by establishing a more integrated structure with their supply chain partners, and thus gain a unique competitive advantage over their competitors. It has been observed that the relationships between the concepts, which are the subject of the study, have been investigated separately in different studies in the literature. This study will contribute to the literature by investigating the relationships between concepts in a holistic way.
... The AI readiness framework is designed to enable the capture and tracing of an organization's sociotechnological AI status, to assist the characterization of associated cultural factors, and to (Aldrich, 1979;Aldrich & Ruef, 2006). Transformations of elements associated with each of these dimensions may be difficult to achieve, as they take place against a background of the daily reproduction of routines. ...
Strategies and means for selecting and implementing digital technologies that realize firms' goals in digital transformation have been extensively investigated. The recent surge in artificial intelligence (AI) technologies has amplified the need for such investigation, as they are being increasingly used in diverse organizational practices, creating not only new opportunities for digital transformation but also new challenges for managers of digital transformation processes. In this article, I present a framework intended to assist efforts to address one of the first of these challenges: assessment of organizational AI readinessdthat is, an organi-zation's ability to deploy AI technologies to enable digital transformation, in four key dimensions: technologies, activities, boundaries, and goals. I show that this framework can facilitate analysis both of an organization's current sociotechnical AI status and of the prospects for the technology's fuller value-adding, sociotech-nical deployment. The AI readiness framework invites fuller theorizing of the roles that AI candand willdplay in digital transformation.
... The latter group of theories draws attention to the fact that organizations are not autonomous units with boundaries impervious to the environment. In fact, every organization actively interacts with its context and adapts to its constraints (Aldrich, 2008;. Most importantly for this study, "the environment affects organizations through the provision and (or) retention of resources"; consequently, organizational forms can be ranked "in terms of effectiveness of the procurement of resources" (Pfeffer & Salancik, 2003, p. 61). ...
Since the 2000s, the St. Petersburg LGBTQI+ movement has increasingly become part of the transnational human rights movement. Taking part in transnational networks and receiving financial and moral support from them have been vital both for the establishment of the Russian LGBTQI+ movement and its sustainability. Meanwhile, the movement has become manifold and multidimensional, consisting of various actors involved in organizations and self-organizing activist groups. This chapter examines the ways in which self-organizing groups in St. Petersburg that have only periodic funding for their activities—or no funding at all—acquire, employ, and develop symbolic resources. I analyze their relationships to well-established and mostly foreign-funded LGBTQI+ organizations as well as the types of resources from which they benefit and the ways in which those resources are provided.
... The latter group of theories draws attention to the fact that organizations are not autonomous units with boundaries impervious to the environment. In fact, every organization actively interacts with its context and adapts to its constraints (Aldrich, 2008;. Most importantly for this study, "the environment affects organizations through the provision and (or) retention of resources"; consequently, organizational forms can be ranked "in terms of effectiveness of the procurement of resources" (Pfeffer & Salancik, 2003, p. 61). ...
This chapter chronicles the organizing efforts of a group of Swedish medical professionals who volunteered on an ad hoc basis to provide health care for refugees in the fall of 2015. We show how different types of resources both enabled and constrained the autonomy of the professionals as they moved under the aegis of established civil society organizations and, as such, became bureaucratized. In the autonomous organizational setting, material resources were central, and professionals negotiated among themselves to establish working norms and guidelines for the acquisition and usage of resources. In the bureaucratized setting, with little to no room for negotiation, human resources were central, and regulations were imposed on the volunteering professionals by the civil society organizations.
... The latter group of theories draws attention to the fact that organizations are not autonomous units with boundaries impervious to the environment. In fact, every organization actively interacts with its context and adapts to its constraints (Aldrich, 2008;. Most importantly for this study, "the environment affects organizations through the provision and (or) retention of resources"; consequently, organizational forms can be ranked "in terms of effectiveness of the procurement of resources" (Pfeffer & Salancik, 2003, p. 61). ...
This chapter maps the transformation of human resources in Polish institutionalized civil society over the last thirty years. Informed by the supply-side perspective, according to which individuals’ motivations and backgrounds provide the major explanatory variable accounting for the establishment and running of civil society organizations, it focuses on individuals who have demonstrated a commitment to working in civil society rather than on a particular type of organizing. More specifically, the study analyzes cases of Polish domestic and global civic engagement—from the Solidarity movement in the late 1980s to contemporary foreign aid initiatives—in order to determine the factors contributing to the seemingly mutually exclusive trends of internationalization and localization of civic activism in Poland.
... The latter group of theories draws attention to the fact that organizations are not autonomous units with boundaries impervious to the environment. In fact, every organization actively interacts with its context and adapts to its constraints (Aldrich, 2008;. Most importantly for this study, "the environment affects organizations through the provision and (or) retention of resources"; consequently, organizational forms can be ranked "in terms of effectiveness of the procurement of resources" (Pfeffer & Salancik, 2003, p. 61). ...
This chapter traces the transformation of volunteer work as an organizational resource in the context of the transformation of Russian civil society over the past 30 years. Utilized by voluntary associations as well as by professionalized NGOs, this type of resource can serve as a vehicle for building personal relationships and commitments with corporate partners while also eliciting individual work and financial contributions. By examining a charity organization and a community-based association and a charity organization operating in St. Petersburg since the late 1980s and early 1990s, respectively, this study links the structures and processes that integrate volunteering into the organizational fabric to an overall structure of resource mobilization patterns at the local, national, and transnational levels.
Driving enterprises to implement carbon emission reduction actions and reduce carbon emissions is a crucial research topic in achieving the carbon peaking and carbon neutrality goals. As a significant external environment factor influencing corporate behavior, can institutional pressures effectively promote enterprises to reduce carbon emissions? This study aims to probe into the impact and mechanism of three institutional pressures, namely coercive, mimetic, and normative, on corporate carbon emissions, taking Chinese-listed companies as the research object. The results indicate that coercive pressure is positively associated with corporate carbon reduction, while normative pressure has no significant impact. Furthermore, mimetic pressure impedes corporate carbon emissions. The mechanism test shows that carbon reduction is a mediator in the influence exerted by three institutional pressures on corporate carbon emissions. In response to coercive pressure and mimetic pressure, enterprises tend to reduce their carbon emissions by cultivating concepts related to carbon emission reduction. Concepts related to carbon reduction play a more dominant role than carbon reduction actions when both are mediators, with the former even replacing the latter. This research provides a new perspective for improving corporate environmental performance and corporate sustainability.
The entrepreneurs provide a magical touch to an organization, whe ther in public or private or joint sector, in achieving speed, flexibility, innovativeness, and a strong sense of selfdetermination. They bring a new vision to the forefromt of economic growth. Entrepreneurship has gained greater significance at global level under changing economic scenario. Global economy in general and Indian economy in particular is poised for accelerated growth driven by entrepreneurship. With the growing environment of super mall culture we find plenty of scope for entrepreneurship in trading and manufacturing. In this connection this paper is based on the growing role of women entrepreneurship in India. It also explains the challenges and opportunities available to them in the current scenario. Through this st1udy we reached at conclusion that by increasing the abilities of women to participate in the labour force and to improve the position of women in society would ultimately increase the possibility of women entrepreneurship in India. However, more targeted initiatives are also needed to stupport women entrepreneurs.
Hybrid forms of organizing have appeared to meet challenges and reap opportunities in a world of accelerating change (Johanson & Vakkuri, 2018). However, with continuing emphasis on styles of leadership, organizations still do not know expressly when and how hierarchies, markets, and networks can be combined to generate synergistic outcomes (Chestnut, 2017; Lazer et al., 2009; Serrat, 2021a). This study, the first of its kind to the best of my knowledge, purported to explore how metagovernance, complexity leadership, and sense-making can be allied for organizational performance. Moving from an initial idea for a study to a well-defined proposal requires accurate, concise, self-contained, and specific description of such essential architectural elements as the general problem area; the specific problem; a rationale for why the topic is important; a distinct, relevant, and understandable question the research would set out to answer; a worldview; the research approach; and the contribution the research would make. To articulate the research logic, this chapter covers sequentially the background, problem statement, purpose, research question, conceptual framework, scope, key terms, and significance of the study.
While a rich literature investigates how and why NPOs use social media, research on why they differ in their social media adoption (SMA) is limited. In this paper we examine how NPOs’ interorganizational partner portfolio characteristics can enable or constrain their adoption of social media, including blogs and videos, conventional social media (Facebook, Twitter…) and crowd-based platforms (crowdfunding and petitions). Based on a survey distributed to a sample of environmental NPOs in France, results indicate that NPOs having open networks, whose partners are physically distant, and that have more cross-sectoral partners have higher SMA. Network portfolio management can thus make up for a shortage of financial resources to invest in social media.
Hybrid organizing that mixes hierarchy, market, and network forms challenges our fixation on 20th century styles of leadership.
Heterodox political economy can be drawn upon to enable political science and public administration to engage more closely with evaluative questions about governance. Firstly, the varying degrees to which political science approaches engage in evaluative research are considered. As is explained, positivism was an important influence in the early years of political science and economics as academic disciplines, which led to a tendency to refrain from directly engaging with evaluative questions. Since then, significant shifts have taken place in both fields. Evaluative questions concerning governance effectiveness are now often raised and addressed in political science and related fields. In economics, heterodox traditions provide cause for questioning strictly positivist approaches. The need is recognised to assess economic outcomes in terms of a plurality of values. The heterodox political economy of the Austrian and Bloomington Schools highlights the need for balanced assessment of the key functions and apparent limitations of market processes. Such a political economy focus, it is suggested, is largely lacking in political science and public administration literatures on governance. In this respect, heterodox political economy, rather than institutionalist analysis in political science, offers the closest engagement with the challenge of governance evaluation.
Corporate social irresponsibility continues despite institutional pressures for socially responsible behavior, resulting in disasters like the Kalamazoo River Oil Spill and the Exxon Valdez Oil Spill. We conduct an in-depth abductive analysis of the Kalamazoo River Oil Spill to explain factors that enable corporate forgetting work projects. Specifically, we illustrate how a corporation’s political activities allow it to gain the power to suppress its mnemonic community’s voices, thereby attenuating an irresponsible event’s memory from the minds of its stakeholders, protecting its image, and maintaining legitimacy in the shareholder and state’s eyes. We also highlight how the remembrance and forgetting of an irresponsible incident diverges between stakeholders based on their characteristics, future goals, and aspirations and whether they directly suffered from the disaster. Our research makes notable contributions to forgetting work literature by highlighting the importance of corporate political activities and context on the success of corporate forgetting work projects.
Modern trends in economic development, which have been formed under the influence of digitalization factors and the global pandemic, objectively lead to the need to implement cooperation strategies to ensure the sustainability of business in various areas of activity based on innovation. Despite lockdowns and quarantine measures, businesses based on digital transformation were able to realize their potential through the development of new types of activities, adjustments to ongoing strategic plans, implementation of joint projects, and reduction of entrepreneurial risks. Modern entrepreneurial cooperation is attractive for business because it’s a cooperation of resources of individuals and legal entities, based on new principles of management and organization of labour, and it also has innovative potential. Small and medium-sized businesses suffered the greatest losses from the pandemic, for which cooperation issues often become vital. Today, in the context of economic recovery, cooperation helps to maximize profits for its participants, and a competitive strategy promises lower dividends or more risk. In addition, cooperation makes it possible to combine efforts in the area of innovative developments that require new ideas and significant investments, which aren’t always within the power of an individual entrepreneur. The choice of a specific innovative cooperation strategy is a key problem and task for future partners. Cooperation can be justified if it creates additional economic benefits for its participants and ensures their sustainability through innovative solutions.KeywordsCooperationStrategiesInnovationWikinomicsPrinciples of sustainabilityJEL ClassificationL 1L 2
Em 2010, o Brasil experimentou um crescimento acelerado da economia e, na sequência, uma forte desaceleração em 2012. Buscando impulsionar novamente o crescimento econômico, o governo brasileiro combinou desoneração tributária, depreciação da taxa nominal de câmbio e redução da taxa básica de juros. Porém, essa política não se sustentou por muito tempo e, em 2014, o Brasil entrou em grande recessão. Tais transformações acabem mudando o ambiente das empresas brasileiras, levando os gestores a traçarem novas estratégias, notadamente de inovação, para garantir vantagem competitiva. Nesse contexto, as empresas de cada setor reagem de maneira diferente, de acordo com o grau de dinamismo do ambiente em que operam. Buscou-se, portanto, nesta pesquisa, mensurar e analisar os graus de dinamismo ambiental, por meio de regressão simples, que caracterizam os setores da economia brasileira e identificar as possíveis razões de suas peculiaridades. Foram investigadas 148 empresas brasileiras de capital aberto distribuídas em 19 setores, entre os anos de 2013 a 2017. Os resultados evidenciaram os setores extração mineral, papel e celulose, e serviços de transporte e logística como os mais dinâmicos, enquanto os mais estáveis compreenderam os setores têxtil, comércio (atacado e varejo) e construção.
A research article about Amazon business model. Amazon ships over 500 million items worldwide each year. This research explores how Amazon works?
Objetivo: O objetivo da pesquisa foi analisar a relação entre a orientação empreendedora e o desempenho organizacional sob a influência da incerteza ambiental, em pet shops. Método: Para alcançar o objetivo foi desenvolvida uma pesquisa quantitativa, com o uso da técnica survey. A amostra esteve composta por 112 pet shops de cidades de Santa Catarina. O estudo teve abordagem quantitativa, com caráter descritivo-correlacional. A análise de dados com uso das seguintes técnicas: análise fatorial exploratória (AFE), análise de variância (Anova), de correlação e de regressão múltipla. Originalidade/Relevância: A originalidade e relevância do artigo estão, por um lado, na consecução de novas evidências empíricas a respeito das relações entre os construtos propostos. Por outro, na proposição de articulações teóricas ainda parcialmente respondidas em estudos empíricos para a realidade brasileira. Resultados: Os resultados evidenciaram que as correlações entre orientação empreendedora e desempenho, mensurado pelos escores fatoriais, foram positivas e significantes. As regressões para o desempenho utilizando as dimensões da orientação empreendedora e o ambiente, medido pela soma das médias da percepção de intensidade e frequência das mudanças, indicaram que ele influencia de modo positivo, conjuntamente com proatividade e assunção de riscos. Contribuições teóricas/metodológicas: A pesquisa contribui com a teoria orientação empreendedora avançando e fornecendo novas evidências empíricas às pesquisas ao relacionar o construto com o desempenho, em pet shops. Assim como contribui para o campo da incerteza ambiental, ao verificar seu efeito mediador na relação entre orientação empreendedora e o desempenho organizacional.
Research Summary
This study investigates the selection of generalists and specialists as an organizational response to the complexity of firms' international operations. Drawing on the concept of executive job demands, we identify institutional ambiguity and economic sophistication as two distinct sources of country environmental complexity resulting from a firm's foreign investment and predict how they affect the selection of new executives at multinational firms. Our hypotheses associate institutional ambiguity and economic sophistication with the appointment of executives with generalist and specialist backgrounds, respectively. We also examine how the two sources of environmental complexity interact and test multiple alternative specifications to enhance our understanding of environmental complexity as a determinant of executive job demands in the context of international business. Our empirical analyses are performed on a sample of 436 executive appointments occurring in 132 UK‐based manufacturing firms, observed between 2008 and 2018. Findings show general support for our main hypotheses. We discuss the theoretical and practical implications of our findings as well as directions for future research.
Managerial Summary
This study suggests that companies operating across different international environments through their subsidiary operations will be exposed to distinct demands that vary according to the type of environmental complexity. Our results reveal that companies tend to appoint top managers with specialist backgrounds when their focus is on economically sophisticated environments, whereas top managers with generalist backgrounds tend to be preferred in institutionally ambiguous environments. Our findings enhance our understanding of the demand for executive generalists and specialists in the international business context by showing that top managers' backgrounds are matched with the prevailing type of complexity deriving from the international operations of the firm, thus, questioning the widely held notion that executive generalists are generally preferred over specialists. Our study has important implications for the composition of top management teams and the shaping of executive career paths at multinational firms.
Our knowledge of the top management team (TMT) and board interface in the context of major strategic decisions remains limited. Drawing upon the strategic leadership system perspective (SLSP) and the interface approach, we argue that the two groups constitute a strategic-oriented multiteam system and consider how supplementary (similarity) and complementary (interacting variety) congruence of international and functional backgrounds influence strategic decision-making. Looking at the internationalization decisions of the largest public firms in the UK, we find that complementary congruence of international backgrounds and supplementary congruence of functional experience promote the pursuit of new market entries. We extend the SLSP by showing how the cognitive TMT–board interface dynamics associated with supplementary and complementary congruence are important antecedents of strategic outcomes. Further, we find a boundary condition to the interface approach in strategic leadership research by identifying the underlying mechanisms that activate some TMT–board interfaces and not others.
The central concept in this chapter is external adaptation—an inextricable element of strategic leadership architecture which, together with strategic direction and integration of the collective, affects organisational action and guides it towards the expectations and outcomes that contribute to the organisation’s survival. The chapter illustrates the role of environmental turbulences, institutional context, and institutional pressures in shaping organizational and leader behavior. Strategic leaders have to adapt their actions to the basic characteristics of the organisation’s environment. Their task is to find a way to get the organisation harmonized and almost imbued with its overall surroundings, both present and future. External adaptation, therefore, is a link created by strategic leaders between the organisation and its environment.
ResearchGate has not been able to resolve any references for this publication.