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Performance Implications (performance + implication)
Selected AbstractsEnvironmental Uncertainty and Strategic Supply Management: A Resource Dependence Perspective and Performance ImplicationsJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2007Antony Paulraj SUMMARY Environmental uncertainty plays a crucial role in the implementation of strategic supply management initiatives. The current study adopts the resource dependence theory to explain the direct effect of supply chain uncertainties on strategic supply management, operationalized as a second-order construct comprising strategic purchasing, long-term relationship orientation, interfirm communication, cross-organizational teams and supplier integration. Using structural equation modeling, the 200-firm sample provided evidence that strategic supply management is driven by supply and technology uncertainty. Demand uncertainty, on the other hand, was not found to have a significant impact on strategic supply management. Findings further support the link between strategic supply management and the performance of both buying and supplying firms. [source] Post-merger strategy and performance: evidence from the US and European banking industriesACCOUNTING & FINANCE, Issue 4 2009Jens Hagendorff G21; G34; G28 Abstract The banking industry has one of the most active markets for mergers and acquisitions. However, little is known about the type of operational strategies adopted by banking firms in the years following a deal. For a sample of bidding banks in the USA and Europe, this study compares the design and performance implications of different post-merger strategies in both geographical regions. Using accounting data, we show that European banks pursue a cost-cutting strategy by increasing efficiency levels vis-à-vis non-merging banks and by cutting back on both labour costs and lending activities. US banks, on the other hand, raise both interest and non-interest income in the post-merger period. [source] Contextualizing Research on Social Capital in Regional ClustersINTERNATIONAL JOURNAL OF URBAN AND REGIONAL RESEARCH, Issue 3 2007UDO STABER Abstract Numerous works in economic geography and regional studies have considered social capital a salient factor in the performance of regional business clusters. Theoretical arguments have focused on those structural, relational and cognitive features of social capital that are expected to facilitate cooperation and innovation as a basis for cluster success. However, the available empirical evidence on the performance implications of social capital is weak and largely inconsistent. I argue that one reason for the observed cross-study inconsistencies is the neglect of the situational context in which social capital evolves. I discuss how acontextual studies can lead to analytical error and flawed conclusions concerning the performance outcomes of social capital. I propose several approaches to contextualizing research and discuss how they would advance our understanding of the performance implications of social capital in a cluster setting. Résumé De nombreux travaux de géographie économique et études régionales voient dans le capital social un facteur fondamental de la réussite des pôles d'entreprises régionaux. Les discussions théoriques ont porté sur les caractéristiques structurelles, relationnelles et cognitives du capital social qui sont censées faciliter coopération et innovation, composantes de base de la réussite de ces pôles. Toutefois, les preuves empiriques disponibles des implications du capital social dans cette réussite sont fragiles et peu cohérentes. Cet article affirme que les incohérences des études croisées tiennent, pour une part, à l'ignorance du contexte situationnel dans lequel évolue le capital social. Il expose comment des études hors contexte peuvent conduire à une erreur analytique et à des conclusions incorrectes quant aux résultats générés par le capital social. Il propose plusieurs approches pour placer les recherches en contexte et analyse comment, grâce à elles, nous pourrions mieux comprendre la part de réussite propre au capital social dans le cadre d'un pôle donné. [source] Contract Formalization and Governance of Exporter,Importer RelationshipsJOURNAL OF MANAGEMENT STUDIES, Issue 3 2008Preet S. Aulakh abstract Exporting relationships between manufacturers and foreign importers pose unique coordination problems because, on the one hand, transactions are recurrent and both firms make non-trivial relationship-specific investments, but at the same time, the exchange partners maintain separate legal entities with individual profit claims. This study examines the role of contracts as a governance mechanism in these relationships that are neither market-based discrete transactions, nor can be governed through ownership-based hierarchies. Drawing upon recent research on contract law and interorganizational relationships, we develop and empirically test a model that incorporates both the antecedents and performance implications of the nature of contract governing exporter,importer relationships. [source] Moving in social circles,social circle membership and performance implicationsJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2007Willem Verbeke We investigate social circles in intra-firm settings. First, we argue that social circles are inhabited by individuals whose attitudes display fit with the objectives of the social circle rather than more self-centered instrumentalism or calculation. For a test of this hypothesis, we distinguish between friendship circles and strategy-influence circles. We find that friendship circle membership is positively associated with attitudes that display empathic concern but negatively with more instrumental attitudes, whereas strategy-influence circle membership is positively associated with attitudes that display long-term ambition but negatively with attitudes that display short-term calculation. Second, we argue and find that membership of social circles affects individual performance (social circles foster the exchange of information, for which we find clear evidence), albeit not necessarily in a linear fashion. Our new insights into social circle membership and performance implications can guide individuals in seeking access to such social circles and can aid management in understanding and perhaps influencing intra-firm knowledge flows. Copyright © 2006 John Wiley & Sons, Ltd. [source] Triads in Services Outsourcing: Bridge, Bridge Decay and Bridge Transfer,JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2009MEI LI Typically, a triad of actors is involved in any outsourcing situation: the buyer, the supplier and the buyer's customer. In manufacturing, the buyer acts as a bridge between its supplier and its customer and maintains this bridge position before, during and after the outsourcing. However, in services, the relationship structures among the three actors change before, during and after the outsourcing. Before outsourcing (i.e., during the contract negotiation stage), the buyer is the "bridge" between its supplier and its customer. During implementation, this bridge position begins to "decay" as its supplier comes in direct contact with the buyer's customer. Post-implementation, the bridge position is intended to be "transferred" to the supplier. However, if left unmanaged, this state of transferred bridge position has serious performance implications for the buyer. The supplier is now the bridge and thus enjoys the leverage inherent in being a bridge. This point has been missed in many services outsourcing ventures by major multinational corporations. To mitigate this effect, we propose that the buyer should continue to actively interact with its customer and closely monitor the supplier in order to prevent the supplier from solidifying its bridge position. [source] A New Perspective on Ownership Identities in China's Listed CompaniesMANAGEMENT AND ORGANIZATION REVIEW, Issue 3 2006Andrew Delios abstract We introduce a new perspective on the conceptualization and measurement of ownership identities of China's listed companies. Previous work analyzing the strategy and performance implications of the ownership structure in Chinese firms has used the official categorization provided by state bodies in China. In this categorization, state shareholding, legal person shareholding and A-shares dominate. This official categorization, however, obscures the ultimate identity of a shareholder; this can confound conceptual and empirical work on the strategy and performance implications of ownership identity. We refine the existing classification by recategorizing shareholders into 16 types, which can then be regrouped into relevant categories of shareholders, such as government or private, to enable analysis of ownership identity and ownership concentration issues in China's listed companies. Our new classification can help provide consistency in the burgeoning research on the strategy and performance implications of the concentration and identity aspects of ownership structure in China's listed companies. [source] A transaction cost perspective on why, how, and when cash impacts firm performanceMANAGERIAL AND DECISION ECONOMICS, Issue 7 2009Jonathan P. O'Brien While both financial and behavioral theories suggest that cash holdings may be beneficial to R&D-intensive firms, agency theory would suggest that strong monitoring may be needed to ensure that cash holdings are not squandered. We contend that transaction cost economics provides a valuable lens for understanding the performance implications of cash holdings because not only does it explicate the benefits and costs of cash holdings in a single unified theoretical framework, but it further clarifies how environmental uncertainty critically moderates these relationships. Empirical tests on a large sample of US corporations yield strong support for our theory. Copyright © 2009 John Wiley & Sons, Ltd. [source] | ||||||||||