Management Decision最新文献

{"title":"Network centrality, learning capacity and firm performance in equity alliance portfolios","authors":"Herman Belgraver, Ernst Verwaal, Antonio J. Verdú‐Jover","doi":"10.1108/md-06-2023-0957","DOIUrl":"https://doi.org/10.1108/md-06-2023-0957","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Prior research from transaction costs economics argued that central firms perform better because they have superior access to information to discipline their alliance partners. Central firms may also, however, face higher costs and risks of unintentional learning and weaken their competence through structural inertia. We propose that these costs and risks are influenced by the learning capacities of the firms in the network and can explain different outcomes for focal firm performance.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>To test our predictions, we use instrumental variable–generalized method of moments estimation techniques on 15,517 firm-year observations from equity alliance portfolios in the global food industry across a 21-year window.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>We find support for our predictions and show that the relationship between network degree centrality and firm performance is negatively influenced by partners’ learning capacity and positively influenced by focal firms’ learning capacity, while firms with low network degree centrality benefit less from their learning capacity.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>Future developments in transaction cost economics may consider partner and focal firms’ learning capacity as moderators of the network degree centrality – firm performance relationship.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>In alliance decisions, managers must consider that the combination of high network degree centrality and partners’ learning capacity can lead to high costs, risks of unintentional learning, and structural inertia, all of which have negative consequences for performance. In concentrated industries where network positions are controlled by a few large firms, policymakers must acknowledge that firms may face substantial barriers to collaboration with learning-intensive firms.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This study is the first to develop and test a comprehensive transaction cost analysis of the central firm’s unintended knowledge flows and structural inertia in alliance networks. It is also the first to incorporate theoretically and empirically the hazards of complex and unintended information flows on the relationship of network degree centrality to performance in equity alliance portfolios.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":"71 1","pages":""},"PeriodicalIF":4.6,"publicationDate":"2024-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142199266","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring the mutual relationships of brand equity in the tourism and hospitality sector","authors":"Yung-Chuan Huang","doi":"10.1108/md-04-2023-0540","DOIUrl":"https://doi.org/10.1108/md-04-2023-0540","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>The purpose of current study aims to provide a different perspective on customer-based brand equity (CBBE) and integrate this with previous brand equity theory to contribute to the brand equity literature.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Proposed hypotheses were verified using structural equation modelling (SEM) with multiple datasets. Study 1 collected data from 574 foreign tourists and 624 domestic tourists of culinary tourism. Study 2 used 1,020 customers from anti-epidemic restaurants, and Study 3 investigated 464 hotel customers’ perceptions of customer-based brand equity.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Building on the mediation-moderation model, the present study posits that perceived quality relates to brand loyalty through brand image and brand awareness of using 2,682 participants. Specifically, we argue that this indirect relationship exhibits a difference moderated pattern in which motivation and hedonic function are most likely to benefit from revisit destinations for tourists when they are moderate. We further explored the new anti-epidemic concepts of COVID-19 and identified restaurant operation as an important moderator that influences customer image of restaurant revisit.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>Until now, no tourism and hospitality studies have addressed these unsolved problems in an integrated manner. This study was to investigate the brand equity development process.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":"158 1","pages":""},"PeriodicalIF":4.6,"publicationDate":"2024-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142199267","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Unlocking resilience: the impact of Industry 4.0 technologies on manufacturing firms' response to the COVID-19 pandemic","authors":"Antonia Madrid-Guijarro, Gonzalo Maldonado-Guzmán, Rubén Rodríguez-González","doi":"10.1108/md-02-2024-0262","DOIUrl":"https://doi.org/10.1108/md-02-2024-0262","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This research investigates the impact of Industry 4.0 technologies (I4.0) on the resilience of manufacturing firms against the COVID-19 pandemic. The study explores the mediating effects linked to the firm’s supply chain resilience and absorptive capacity in this relationship.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The empirical analysis involves 304 manufacturing firms and uses Partial Least Squares Structural Equation Modeling (PLS-SEM). A two-step hierarchical component model has been employed, considering the statistical analysis validation (reliability and validity) of the LOC and HOC models. The choice of the manufacturing industry is justified due to its degree of automation in emerging economies, such as Mexico, and its significant impact on job creation and the national gross domestic product.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results confirm the positive impact of I4.0 technologies on companies’ resilience to COVID-19. They also support the indirect effects of the firm’s supply chain resilience and absorptive capacity. Absorptive capacity was found to have a higher significant indirect effect than supply chain resilience. Consequently, the study accentuates the significance of leveraging external knowledge and highlights the role of acquisition, assimilation, transformation, and exploitation capabilities in enhancing absorptive capacity.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>The implications of this research extend to both manufacturing companies and public administrations, suggesting the need for I4.0 technologies implementation and supportive policies aimed at fostering absorptive capacity.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This research contributes to the literature by filling gaps in empirical studies in the context of developing economies. It provides valuable insights into the effects of I4.0 on absorptive capacity, supply chain resilience, and COVID-19 resilience, particularly in non-essential supply chains. It enriches the understanding of how I4.0 impacts the absorptive capacity and resilience of the supply chain during the COVID-19 crisis.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":"21 1","pages":""},"PeriodicalIF":4.6,"publicationDate":"2024-08-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141880791","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Institutional pressures and greenwashing in social responsibility: reversing the link with hybridization capability","authors":"Ozge Can, Duygu Turker","doi":"10.1108/md-10-2023-1790","DOIUrl":"https://doi.org/10.1108/md-10-2023-1790","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Despite the ongoing scholarly interest in greenwashing, it is not well known the impact of multiple institutional pressures on greenwashing in corporate social responsibility (CSR). Following the institutional logics perspective, this study investigates how three distinct logics – commercial, public, and social welfare – drive greenwashing and whether organizational capability for blending diverse CSR expectations reverses this link.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The current study conceptualized and tested an original model on how three institutional logics influence greenwashing in CSR, with the mediation effect of hybridization capability as a response to logic plurality. Partial least squares structural equation modeling was performed on a survey data, which was collected from 150 middle managers in Turkey.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The results show that while commercial logic has no direct or indirect impact on greenwashing, public and social welfare logics drive greenwashing in CSR. However, these effects are reversed when the CSR hybridization capability increases.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>This study contributes to the understanding of what predicts CSR greenwashing by integrating a comprehensive theoretical framework involving multiple institutional logics, conflicting stakeholder demands, and organizational hybridity.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>To the best of our knowledge, this is the first study that theoretically and empirically analyzed how the exposure of multiple external pressures affects the CSR greenwashing and how it can be reversed by CSR hybridization capability. This capability mitigates the threats and challenges of multiple logics and turns them into an opportunity to gain legitimacy in the eyes of stakeholders by preventing greenwashing.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":"21 1","pages":""},"PeriodicalIF":4.6,"publicationDate":"2024-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141873251","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Managing employees' needs and well-being in the post-COVID-19 era","authors":"Dario Natale Palmucci, Gabriele Santoro","doi":"10.1108/md-02-2024-0233","DOIUrl":"https://doi.org/10.1108/md-02-2024-0233","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>In the wake of the COVID-19 public health crisis, organizations have increasingly adopted new technologies and new working modalities (e.g. teleworking, smart working and remote working). However, these important changes led to increased work-related stress for employees who are not always able to cope with the actual intrusive digital professional reality. This work identifies the negative effects of technology and new work modalities on employees’ well-being. It suggests remedies based on real-life examples to meet employees’ emerging needs in the post-COVID-19 era.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>Semi-structured interviews with a variety of workers in different organizational contexts and positions were used as support for our recommendations. In particular, we had representation from managers, human resource (HR) officers, employees, psychologists, consultants and coaches.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The paper identifies eight specific negative effects of technology and new work modalities, such as inability to cope with stress, negative physical consequences, smart working fatigue, breaking down of the boundaries between private and professional life, decrease in work-life balance, hyper-connection, psychological and psychosomatic symptoms and burnout syndrome. Moreover, the paper proposes timely remedies, including enhancing leaders’ awareness, the right to disconnect and rethinking HR policies.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>It offers practical insights and encompasses views from various internal stakeholders (HR officers, senior managers, managers, subordinates and an organizational counselor) and external stakeholders (psychologists, consultants and coaches). The paper concludes with experience-based tips, highlighting the need for digital leadership to be able to both manage performance and guarantee people psychological safety at the same time. The remedies suggested are “ready-to-use” best practices to implement for safeguarding the health of employees.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This research is not only pertinent for managers grappling with these challenges in their everyday work but also valuable for scholars seeking to deepen their understanding of the topic through practice-based evidence. Furthermore, it significantly contributes to the literature as, while previous works have only analyzed findings singularly, this work is focused on the different perspectives of different internal and external stakeholders, offering a more comprehensive overview. Originality lies precisely in having taken into consideration the point of view of many actors with different roles and backgrounds.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":"50 1","pages":""},"PeriodicalIF":4.6,"publicationDate":"2024-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141870087","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Integration strategy formulation of foreign-owned R&D subsidiaries","authors":"Masaaki Furusawa, Shuichi Ishida","doi":"10.1108/md-08-2023-1398","DOIUrl":"https://doi.org/10.1108/md-08-2023-1398","url":null,"abstract":"&lt;h3&gt;Purpose&lt;/h3&gt;\u0000&lt;p&gt;Parent companies usually control a subsidiary’s operations and decision-making processes and policies. This study highlights how subsidiary research and development (R&amp;D) contributes to a parent company’s global strategy formulation in the context of changes in the integrated responsiveness framework and transnational models.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Design/methodology/approach&lt;/h3&gt;\u0000&lt;p&gt;We conducted an interview survey with 149 companies in Japan, of which 92 engaged in R&amp;D activities. Ten companies, 9 R&amp;D managers, and one managing director of different industrial companies were selected.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Findings&lt;/h3&gt;\u0000&lt;p&gt;We identified four cases of how R&amp;D subsidiaries incorporate their requirements into global strategies in the context of changes. Four methods of integrating R&amp;D subsidiaries’ strategies with the parent company are explained. Further, we show that global strategy formulation should not be restricted to headquarters, as dilemmas occur within competing departments in the subsidiaries, which negatively impact innovation and performance. Digital transformation suggests the potential of a new subsidiary management model—the “silent headquarters”.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Research limitations/implications&lt;/h3&gt;\u0000&lt;p&gt;We failed to discuss how headquarters’ R&amp;D is implemented in strategy formulation. This is because the interview survey was conducted from the perspective of how subsidiary R&amp;D is involved in integrated strategy formulation. Additionally, we did not investigate the actual performance achieved by integrated and non-integrated R&amp;D organisations. Problems faced by subsidiaries in other locations, other departments within the subsidiary country, and the solutions to these problems, should be addressed in future research.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Practical implications&lt;/h3&gt;\u0000&lt;p&gt;The practical implications of our findings relate to subsidiary-country relationships, inter-facility competition, and global strategy formulation. Active involvement of subsidiary R&amp;D in strategy formulation, considering local requirements, can enhance subsidiary location advantages. Integrated strategies focused on global customers may overlook subsidiary R&amp;D strengths and hinder innovation due to internal dilemmas and competition. Strengthening subsidiary R&amp;D involvement and considering local context can promote innovation and flexibility beyond meta-national management. The concept of Silent HQ is suggested, reducing duplication and coordination issues through delegation and digital transformation.&lt;/p&gt;&lt;!--/ Abstract__block --&gt;\u0000&lt;h3&gt;Social implications&lt;/h3&gt;\u0000&lt;p&gt;The implication was from the findings pertain to global strategy formulation after organisational integration, which was not previously elucidated by the transnational management and meta-national management models. It was clarified the existence of four cases for subsidiary R&amp;D involvement in ","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":"60 1","pages":""},"PeriodicalIF":4.6,"publicationDate":"2024-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141784229","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"CEO activism is not equal to CEO activism: a typology of executives' political statements","authors":"Franz Rumstadt, Dominik K. Kanbach, Josef Arweck, Thomas K. Maran, Stephan Stubner","doi":"10.1108/md-07-2023-1297","DOIUrl":"https://doi.org/10.1108/md-07-2023-1297","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>When CEOs are publicly weighing in on sociopolitical debates, this is known as CEO activism. The steadily growing number of such statements made in recent years has been subject to a flourishing academic debate. This field offers first profound findings from observational studies. However, the discussion of CEO activism lacks a thorough theoretical grounding, such as a shared concept accounting for the heterogeneity of sociopolitical incidents. Thus, the aim of this paper is to provide an archetypal framework for CEO activism.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The authors used a multiple case study approach on 145 activism cases stated by CEOs and found seven distinct statement archetypes.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The study identifies four main structural design elements accounting for the heterogeneity of activism, i.e. the addressed meta-category of the statement, the targeted outcome, the used tonality and the orientation of the CEOs’ positions. Further, the authors found seven distinguishable archetypes of CEO activism statements: “Climate Alerts”, “Economy Visions”, “Political Comments”, “Self-reflections and Social Concerns”, “Tech Designs”, “Unclouded Evaluations” and “Descriptive Explanations”.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>This typology classifies the heterogeneity of CEO activism. It will enable the analysis of interrelationships, mechanisms and motivations on a differentiated level and raise the comprehensibility of research-results.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>The framework supports executives in understanding the heterogeneity of CEO activism and to analyse personality-fits.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>To the authors’ knowledge, this marks the first conceptualisation of activism developed cross-thematically. The work supports further theory-building on CEO activism.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":"77 1","pages":""},"PeriodicalIF":4.6,"publicationDate":"2024-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141870088","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Measuring HR analytics maturity: supporting the development of a roadmap for data-driven human resources management","authors":"Elia Rigamonti, Luca Gastaldi, Mariano Corso","doi":"10.1108/md-11-2023-2087","DOIUrl":"https://doi.org/10.1108/md-11-2023-2087","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Today, companies are struggling to develop their human resources analytics (HRA) capability, although interest in the subject is rapidly increasing. Furthermore, the academic literature on the subject is immature with limited practical guidance or comprehensive models that could support organisations in the development of their HRA capability. To address this issue, the aim of this paper is to provide a maturity model – i.e. HRAMM – and an interdependency matrix through which an organisation can (1) operationalise its HRA capability and assess its organisational maturity; (2) generate harmonious development roadmaps to improve its HRA capability; and (3) enable benchmarking and continuous improvement.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The research described in this paper is based on the popular methodology proposed by Becker <em>et al</em>. (2009) and the procedure for maturity evaluation developed by Gastaldi <em>et al</em>. (2018). This method combines academic rigour and field experience in analytics, in a process spanning eight main phases that involves literature reviews and knowledge creation techniques.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>We define HRA maturity through four areas and 14 dimensions, providing a comprehensive model to operationalise HRA capability. Additionally, we argue that HRA maturity develops through an evolutionary path described in four discrete stages of maturity that go beyond traditional analytics sophistication. Lastly, the interdependency matrix reveals specific enablers for the development of HRA.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>This paper provides practitioners with useful tools to monitor, evaluate and plan their HRA development path. Additionally, our research helps practitioners to prioritise their work and investment, generating an effective roadmap for developing and improving their HRA capability.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>To the best of the authors’ knowledge, this study is the first to provide a model for evaluating the maturity of HRA capability plus an interdependency matrix to evaluate systematically the prerequisites and synergies among its constituting dimensions.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":"59 1","pages":""},"PeriodicalIF":4.6,"publicationDate":"2024-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141786057","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Evaluation of green governance of energy projects along the Belt and Road","authors":"Haonan Chen, Anxia Wan, Guo Wei, Peng Benhong","doi":"10.1108/md-08-2023-1483","DOIUrl":"https://doi.org/10.1108/md-08-2023-1483","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>This study aims to enhance the assessment of green governance in energy projects along the Belt and Road, reduce the influence of fuzzy judgment, and construct a grey network analysis model from the perspective of Environmental, Social, and Governance (ESG).</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>The ESG concept is used to establish an evaluation indicator system. The Analytic Network Process (ANP) and the Grey System Theory are applied sequentially to determine the green governance grade of energy projects, exemplified by an evaluation of five projects.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>The Karot hydropower project has the best green governance status among the five projects and is of excellent grade. This is followed by the Hongfeng photovoltaic project, the De Aar wind power project, and the Yamal liquefied natural gas project, which are of good grade. The Lamu coal power station project has the worst green governance and is at a medium level.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>This study can assist Belt and Road energy projects in identifying their deficiencies and promoting sustainable development by providing a robust framework for green governance evaluation.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>The indicator system developed in this study includes social and project governance aspects in addition to environmental performance, reflecting the comprehensive green governance status of projects. The combined use of ANP and grey system theory fully considers the mutual influence relationship between indicators and improves the objectivity of green governance grade judgment.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":"19 1","pages":""},"PeriodicalIF":4.6,"publicationDate":"2024-07-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141738506","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Authenticity matters: a nonmarket perspective on the competitive strategy-firm performance nexus","authors":"John A. Parnell","doi":"10.1108/md-10-2023-1789","DOIUrl":"https://doi.org/10.1108/md-10-2023-1789","url":null,"abstract":"<h3>Purpose</h3>\u0000<p>Scholars have underscored the importance of organizational authenticity, but it is unclear how it influences the links among market strategy, and nonmarket strategy (NMS) and firm performance. This study addresses this gap in the literature.</p><!--/ Abstract__block -->\u0000<h3>Design/methodology/approach</h3>\u0000<p>A survey of 294 managers in firms based in the United States investigates configurations among competitive strategy (e.g. cost leadership or differentiation), political and social nonmarket strategy (NMS), authenticity, and firm performance.</p><!--/ Abstract__block -->\u0000<h3>Findings</h3>\u0000<p>Cost leaders tend to engage in political nonmarket strategy (PNMS), but the interaction does not necessarily improve firm performance. Differentiators are more likely to pursue social nonmarket strategy (SNMS) and perform better, but neither market-nonmarket strategy configuration is inherently optimal.</p><!--/ Abstract__block -->\u0000<h3>Research limitations/implications</h3>\u0000<p>The results support market-nonmarket strategy configurations but do not prescribe optimal combinations. However, the sample is cross-sector and employs self-reports for firm performance.</p><!--/ Abstract__block -->\u0000<h3>Practical implications</h3>\u0000<p>Political and social authenticity can enhance firm performance, but nonmarket activity can compromise a firm’s ability to be politically and socially authentic. Authenticity can drive performance, but a firm’s nonmarket activity can compromise its ability to be politically and socially authentic. Firms should view a prospective loss in authenticity as a potential cost of nonmarket activity.</p><!--/ Abstract__block -->\u0000<h3>Originality/value</h3>\u0000<p>This paper investigates how a firm’s emphasis on market (competitive) strategies, political and social nonmarket strategies, and political and social authenticity impact financial and non-financial performance. It also tests the veracity of two market-nonmarket configurations, cost leadership with political NMS and differentiation with social NMS.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":"2011 1","pages":""},"PeriodicalIF":4.6,"publicationDate":"2024-07-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141611429","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}