Journal of Managerial Issues最新文献

{"title":"Managerial Control in Mergers of Equals: The Role of Political Skill","authors":"Richard A. Devine, B. Lamont, R. Harris","doi":"10.5465/AMBPP.2015.17908ABSTRACT","DOIUrl":"https://doi.org/10.5465/AMBPP.2015.17908ABSTRACT","url":null,"abstract":"Academics across disciplines have long explored research regarding how power and status dynamics determine organizational outcomes (Child, 1972; Salancik and Pfeifer, 1974; Pfeifer and Salancik, 1978; Pfeifer, 1981; Richmond et al, 1983; Finkelstein and Hambrick, 1990; Abrahamson and Park, 1994; Thye, 2000). In mergers and acquisitions, scholars have examined how the struggle for power influences top management team (TMT) turnover (Walsh, 1988), acculturation (Nahavandi and Malekzadeh, 1988), pursuit of market power (Chatterjee, 1991), integration decisions (Haspeslagh and Jemison, 1991), and in the context of mergers of equals (MOE), how they can be better managed. MOE involve the merging of two large, related firms of similar size (Ellis et al., 2009). They require significant strategic and operational restructuring in order to blend the two involved legacy firms (Haspeslagh and Jemison, 1991). To do so, the retention and cooperation of TMTs is needed from both firms in order for the merger to be successful. I his is done to foster the cooperation of key employees in blending the firm and recognizing cross-organizational synergies (Graebner, 2004). However, MOE are predicated on a false premise that both firms will emerge equal partners in the new combination. Yet, that is rarely if ever true (Brew, 2014). As a result of the \"friendly\" merger transaction, the firms will often take on a combined company name, relocate headquarters, and reconfigure management to represent equal stakes in the new company. Through preliminary discussions, the firms' respective chief executive officers (CEOs) and TMTs will broker shared power agreements to distribute control. However, MOE oftentimes becomes a euphemism for the power struggles that subsequently ensue. Following the consummation of MOE, it often becomes clear that any equality was in name only. Executive infighting develops as each party to the exchange pursues their own firm agendas, ideals, and initiatives. Furthermore, it becomes clear that equality was never truly part of either firm's intent as the more dominant management team can emerge quite rapidly. For example, chairman of DaimlerChrysler, Jurgen Schrempp, later contended that he always saw Chrysler as being simply a division of Daimler and that a shared stake in the company was never his vision. This was evidenced by the exodus of Chrysler's managers along with their prompt replacement with German counterparts (Landler, 2005). Similarly, misrepresentation prior to the AOL-Time Warner merger of equals led to a power struggle that helped provoke shareholder value destruction totaling over $200 billion. This led to the sell-off of AOL by Time Warner several years later (Davidolf, 2009; Perez-Pena, 2009). Using power and status theory, this study contends that political skill and power differences between the merging firms' CEOs predict who prevails as the controlling party. Power is defined as a property of a social relationship, where one par","PeriodicalId":228014,"journal":{"name":"Journal of Managerial Issues","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129669393","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"What Auditors Think about Audit Quality - A New Perspective on an Old Issue","authors":"George K. Baah, T. Fogarty","doi":"10.2139/SSRN.2822565","DOIUrl":"https://doi.org/10.2139/SSRN.2822565","url":null,"abstract":"Accounting literature deploys audit quality as a central concept of auditing, yet our appreciation of the construct has not yielded the desired audit. While this construct has been captured by the need to service investors’ decision-making and its role in the efficiency of the capital markets, inputs from much of the performers of audit to the audit quality debate has been minimal. Using survey responses from auditors of their perceptions about audit quality in the auditing industry, this paper rolls back the evolution of audit quality literature to report what those actually doing audits perceive. A conceptual model that specifies auditor characteristics with ex ante and process constraints as a moderator identifies the extent to which auditor’s independence, integrity and objectivity impact the quality of financial statement auditing. The research also finds that process constraints negatively impact the positive effect of auditor’s characteristics on audit quality. Findings from our research show that audit practitioners’ perceptions about factors that determine audit quality must be strongly considered in order to achieve desired audit.","PeriodicalId":228014,"journal":{"name":"Journal of Managerial Issues","volume":"228 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124188309","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Hindering the Help: Politics and Engagement in Volunteer Service Organizations","authors":"B. Miller, Elizabeth A. Adair, K. Nicols, Dennis L. Smart","doi":"10.5465/AMBPP.2015.11555ABSTRACT","DOIUrl":"https://doi.org/10.5465/AMBPP.2015.11555ABSTRACT","url":null,"abstract":"Over the past few years, volunteerism in the U.S. has declined from an estimated 50% of U.S. adults collectively logging volunteer hours equivalent to five million fulltime jobs (Meier and Stutzer, 2008) to a recent low of only 25% of Americans engaged in volunteer work (Bureau of Labor Statistics, 2014). The driving force behind many charitable groups is the blood, sweat, and tears of a sizeable volunteer base. For example, the American Red Cross has approximately 400,000 U.S. volunteers comprising 94% of its humanitarian workforce (American Red Cross, 2014) and saw donations of 5.7 million units of blood during the 2013 fiscal year (American Red Cross, 2013). In that same fiscal year, Habitat For Humanity depended upon 309,687 volunteer worker-hours to complete approximately 12,673 home construction projects for economically disadvantaged persons in Africa and the Middle East alone (Habitat for Humanity International, 2013). Twenty-five thousand Make-a-Wish volunteers across America each spent an average of 12 hours granting 14,000 wishes last year (Make-A-Wish[R] Foundation of America, 2014). The personal sacrifices of time, energy, and resources by these volunteers are a critical component in the success of the charitable or service organizations they choose to support. However, limited research has examined the job attitudes of volunteers, many of whom play distinct and important roles within organizations. An understanding of how some particular characteristics of both volunteers and organizations influence job attitudes that are critical to retaining reliable, productive volunteers is important. In two studies using data from independent samples collected from two different volunteer organizations an examination of the interactive effects of volunteers' work engagement and their perceptions of organizational politics on job satisfaction, organizational commitment, and turnover intentions is conducted using an adaptation of Chacon et al.'s (2007) Volunteer Duration of Service Model. Volunteer work is much different from voluntary group membership and involves the giving of one's time and effort without the expectation of direct financial compensation (Thoits and Hewitt, 2001). The purpose of volunteer work is to better a community or a specific subset of a community which is in need (Wilson and Musick, 1997). Thus, volunteer work is a planned long-term form of social participation that promotes good citizenship and a sense of community, both of which facilitate social action for the common good (Omoto and Malsch, 2005; Penner, 2002; Snyder and Omoto, 2008). Even though volunteers earn no direct financial compensation for their time and effort, they often enjoy higher levels of life satisfaction (Meier and Stutzer, 2008), better self-esteem and physical health, an increased sense of control, as well as lower levels of depression (Thoits and Hewitt, 2001). Over time, many people report a change in their self-concept as they grow to see their ","PeriodicalId":228014,"journal":{"name":"Journal of Managerial Issues","volume":"86 9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116307961","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Moderating and mediating the HRM effectiveness-intent to turnover relationship: The roles of supervisors and job embeddedness.","authors":"Anthony R. Wheeler, Kenneth J. Harris, P. Harvey","doi":"10.1037/e518532013-050","DOIUrl":"https://doi.org/10.1037/e518532013-050","url":null,"abstract":"Since the early 1990s, human resource management (HRM) scholars have sought to specify the link between high performing HRM practices and both individual and firm performance (Becker and Huselid, 2006; Huselid, 1995). This strategic HRM (SHRM) literature has found that organizations practicing SHRM not only increase performance but also decrease employee turnover (Arthur, 1994; Huselid, 1995; Lepak and Snell, 2002). At the organizational level, the dollars saved and earned through reduced turnover and increased productivity demonstrate the utility of SHRM systems (Ichniowski et al., 1997). When organizations utilize SHRM, integrating HRM systems, and aligning HRM systems with organizational goals (Huselid, 1995), they place a premium on developing cutting edge practices that retain employees with the best skills and highest levels of motivation (Barney, 1991). Arthur outlines differences between SHRM perspectives, finding that SHRM \"control\" systems, which are designed to enforce \"employee compliance with specified rules and procedures\" (1994: 671), lead to increased turnover and decreased performance. On the other hand, SHRM \"commitment\" systems, which \"shape desired employee behaviors and attitudes by forging psychological links between organizational and employee goals\" (Arthur, 1994: 671), result in decreased employee turnover and increased performance. As further empirical research has bolstered these findings (i.e., Huselid, 1995; Ichniowski et al., 1997; Lepak and Snell, 2002), it becomes increasingly important to understand how SHRM effectiveness enhances the critical psychological links between employees and organizations. Moreover, several SHRM researchers have called for explicit examinations of these psychological links not only at the organization level but at the individual level (Becker and Huselid, 2006; Gerhart, 2005). One individual-level factor that can help to explain the psychological impact of SHRM practices is job embeddedness (JE), which Mitchell, Holtom, Lee, Sablynski, and Erez (2001b) validate and use to explain how employees become psychologically and socially enmeshed within the organization and community in which the organization operates. Hailed as an \"anti-withdrawal\" theory (Holtom et al., 2006; Mitchell et al., 2001b), JE describes the psychological forces that act \"like a net or a web in which an individual can become stuck\" (Mitchell et al., 2001b: 1104); moreover, the process of becoming embedded influences turnover intentions that lead to voluntary turnover (Allen, 2006). Importantly, JE explains unique variability of these important outcomes beyond the effects of job satisfaction and organizational commitment (Mitchell et al., 200lb; Lee et al., 2004). However, because JE has emerged as the most recent construct to explain employee turnover decisions, researchers have much to discover about the full potential of JE as an important variable in HRM. That is, HRM scholars have yet to determine how SHRM effectiv","PeriodicalId":228014,"journal":{"name":"Journal of Managerial Issues","volume":"195 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-06-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116147111","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"An Empirical Investigation of the Influence of Organizational Capacity and Environmental Dynamism on First Moves","authors":"Vera L. Street, H. Marble, Marc D. Street","doi":"10.5465/AMBPP.2007.26530768","DOIUrl":"https://doi.org/10.5465/AMBPP.2007.26530768","url":null,"abstract":"Sustained performance advantages are rare in business (Wiggins and Ruefli, 2002). Nevertheless, firm managers are constantly faced with the challenge of trying to attain this elusive goal. Thus, it is not surprising that an important aim of strategic management researchers is to better understand how firms attain superior firm performance (Hoskisson et al., 1999). Firms adopting a \"first-mover\" strategy may be able to secure sustainable performance advantages (Lieberman and Montgomery, 1998). The term \"first moves\" (or \"pioneering moves\") can mean organizational efforts to create new markets through the introduction of new products or services; it can also refer to entry into new markets, or the development and implementation of new work processes (Kerin et al., 1992). Firms may benefit from adopting such strategies. For instance, Lieberman and Montgomery (1988) indicate three sources of advantage available to first movers so that they can outperform the competition. First, technological leadership allows for outperformance because a first mover is able to develop expertise from their leading edge research, development, and other similar activities (Cho et al., 1998). Additionally, preemption of assets, obtaining valuable assets or positioning space before others enter the market (Kerin et al., 1992; Lieberman and Montgomery, 1988) allows a competitive edge. Third, first movers are able to influence buyer behavior in that they provide the initial learning experience about a product/service for the consumer (Dos Santos and Peffers, 1995). As such, first-mover advantages have been an important area of study for strategy scholars. This is not to say, however, that there are no risks or costs associated with first moving. Indeed, scholars have argued that there is no conclusive evidence to support the existence of a first-mover advantage (see discussions by Kerin el al., 1992; Xie, 2003). It is likely first moves can be advantageous, but these advantages are not a given. Advantages from first moving are more likely to be gained when certain firm and environmental conditions exist (e.g., Lieberman and Montgomery, 1998). Though some research does highlight the importance of specific internal characteristics and first moves (e.g., Szymanski et al., 1995) and others have also included external contingencies (e.g., Covin et al., 2000), the exact nature of the relationships among internal organizational characteristics, first moves, and firm performance remains elusive (Lieberman and Montgomery, 1998; VanderWerf and Mahon, 1997). The resource-based view (RBV) can help one to better understand these relationships (Lieberman and Montgomery, 1998). The RBV is characterized by the assertion that a firm creates value through its network of resources (Black and Boal, 1994; Conner, 1991; Madhok, 1996). Firms outperform their competitors by leveraging these resources. As such, it is important to understand how these resources are acquired or built (e.g., Dierickx ","PeriodicalId":228014,"journal":{"name":"Journal of Managerial Issues","volume":"62 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2007-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133612785","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}