{"title":"In the “Crossfire” of the acquisition process: Exploring middle managers’ unfolding mediation dynamics","authors":"","doi":"10.1016/j.emj.2023.06.003","DOIUrl":"10.1016/j.emj.2023.06.003","url":null,"abstract":"<div><div>This study addresses middle managers, a relatively unexplored actor type in the merger and acquisition literature. Building on the mediation metaphor, we explore both acquired and acquiring middle managers throughout the acquisition process. Based on 52 semi-structured interviews, we advance our knowledge of the dynamics of the mediation roles of acquired and acquiring middle managers in the unfolding stages of the acquisition process. Notably, middle managers engage in mediation at three levels—self-mediation, interfirm mediation and stakeholder mediation—which, when combined, create specific mediation dynamics during each acquisition stage. Consequently, the pre-acquisition stage is characterised by cold mediation, the approval stage by informal mediation, the first post-acquisition phase by disrupted mediation and a potential second post-acquisition phase by joint mediation. The main contribution of the paper is in conceptualising middle managers’ mediation roles and the resulting mediation dynamics throughout the acquisition process. Essentially, middle managers are not only intermediaries transferring meanings across organisations but also mediators transforming and adapting the meanings that flow between both organisations, thereby shaping the course of the acquisition process. The paper thus sheds light on the important role of middle managers in facilitating the acquisition process.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"42 5","pages":"Pages 800-812"},"PeriodicalIF":7.5,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49019529","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Charismatic leadership, intra-team communication quality, and team performance: The role of average leadership perceptions and their homogeneity","authors":"","doi":"10.1016/j.emj.2023.04.011","DOIUrl":"10.1016/j.emj.2023.04.011","url":null,"abstract":"<div><div>This team-level study investigated whether team members’ perceptions of charismatic leadership are related to team performance via team communication quality. We differentiated between average perceptions of charismatic leadership (APCL) and within-team homogeneity in team members' perceptions of charismatic leadership (HPCL). We hypothesized that APCL and HPCL would be positively related to team performance via intra-team communication quality. In addition, we hypothesized that the positive indirect effect of APCL on team performance would be moderated by HPCL. Our mediation and conditional mediation hypotheses were tested using data collected at two time points in a sample of 54 work teams. The results showed that the indirect effect of HPCL on team performance via intra-team communication quality was statistically significant, whereas the indirect effect of APCL was moderated by HPCL (the indirect effect of APCL was significant only at medium and high levels of HPCL).</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"42 5","pages":"Pages 735-744"},"PeriodicalIF":7.5,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48394196","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Leadership identity construction in a hybrid medical context: ‘Claimed’ but not ‘granted’","authors":"","doi":"10.1016/j.emj.2023.04.012","DOIUrl":"10.1016/j.emj.2023.04.012","url":null,"abstract":"<div><div>In the United Kingdom National Health Service (NHS), the growing number of hybrid clinical leaders has given rise to professional practice and identity struggles. Co-construction theories of leadership point to a need for leaders to engage in significant ‘identity work’ to construct themselves as leaders and to make legitimate claims for a leadership identity to potential followers. Our research aimed to contribute to the leader-follower literature by examining how medical leaders deal with professional identity struggles and changes to traditional work identities. We draw on data from a study of senior hospital doctors (consultant-level doctors from a variety of medical specialties in Health Boards in NHS Scotland). Our findings suggest that most senior hospital doctors in our study struggle to grant leadership identities to their medical leaders who claim such leadership identities, although they seek to see more doctors engaging in leadership. This article contributes to extant research on the influence of medical leadership roles on leader-follower identity construction.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"42 5","pages":"Pages 745-756"},"PeriodicalIF":7.5,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43013701","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Casting a wide net in familiar vs. unfamiliar waters: Impact of types of alliance partner diversity on level and reliability of firm performance","authors":"","doi":"10.1016/j.emj.2023.06.005","DOIUrl":"10.1016/j.emj.2023.06.005","url":null,"abstract":"<div><div><span>Management researchers emphasize the prevalence and importance of firms’ strategic alliance portfolios in determining various firm outcomes. We extend this literature by empirically testing how two aspects of alliance portfolio partner diversity (industry and organizational type diversity) affect both the level and reliability of firm performance. Using the multiplicative heteroscedasticity estimation technique on a sample of 178 of the largest multinational firms in the automobile and </span>telecommunications industries<span> across the twenty-year time period (1995 to 2014), we demonstrate that firms with greater partner industry diversity in their strategic alliance portfolios enjoy greater performance coupled with greater reliability of performance. In contrast, firms with greater partner organizational type diversity in their strategic alliance portfolios have lower performance coupled with lower reliability of performance.</span></div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"42 5","pages":"Pages 824-833"},"PeriodicalIF":7.5,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136161996","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Decomposing profile-to-role configurations in R&D-focused entrepreneurial teams","authors":"","doi":"10.1016/j.emj.2023.04.009","DOIUrl":"10.1016/j.emj.2023.04.009","url":null,"abstract":"<div><div>We draw on social categorization theory to explain how entrepreneurial teams focused on research and development (R&D) are configured to deliver successful new venture performance. Research on entrepreneurial teams tends to aggregate individuals to the team level, which helps distill the effects of complementarities among social categories of team members. Specifically, we examine how scientists and managers apply their unique profiles (i.e., accumulated skills and expertise) to execute their respective roles within entrepreneurial teams engaged in commercial scientific discovery. In line with the entrepreneurial team literature, we distinguish between “focused” and “diversified” social categorizations of principal scientists and managers. As such, we differentiate between individuals’ deep knowledge of a discipline and a background in two professional areas with relative expertise in each, likened to the “jack-of-all-trades”. We analyze how team profile-to-role configurations might result in different new venture outcomes being R&D performance and commercial performance. To examine our models, we use multi-source, longitudinal, secondary data drawn from 153 government-funded research-intensive ventures associated with the National Cancer Institute in the United States (U.S.). Our results reveal differential effects for R&D performance and commercial performance. We find that teams aiming to enhance their R&D performance should seek diversified principal scientists, whereas teams seeking commercial gains should appoint diversified managers. By the same token, diversified team members may bypass their own shortcomings and complement their strengths by attracting team members with focused social categorizations.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"42 5","pages":"Pages 813-823"},"PeriodicalIF":7.5,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41547371","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"“A show of good taste” – How creative individuals can employ signal observability strategies to influence their reputation among experts: Evidence from French gastronomy","authors":"","doi":"10.1016/j.emj.2023.05.006","DOIUrl":"10.1016/j.emj.2023.05.006","url":null,"abstract":"<div><div><span>Answering the call for a clearer understanding of how experts assess the reputation of those in the creative industries, our paper investigates how creative individuals can enhance their reputation among experts through greater application of signaling theories. We draw on a </span>qualitative study of five gastronomic French chefs to demonstrate the various types of leverage they can employ in order to be noticed by experts. Our findings suggest that chefs can influence their reputation among experts by enhancing the observability of their signals through four types of managerial leverage. These findings allow us to develop a model that encourages creative individuals to take action and employ these leverages to positively influence their relationships with experts and, therefore, their reputation.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"42 5","pages":"Pages 779-790"},"PeriodicalIF":7.5,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48344424","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Top management team and board of directors as the strategic leadership system: The effect of behavioral integration on strategic decision-making quality","authors":"","doi":"10.1016/j.emj.2023.04.010","DOIUrl":"10.1016/j.emj.2023.04.010","url":null,"abstract":"<div><div>Research on the actors involved in firms' strategic decision-making moves towards the principle that both the top management team (TMT) and the board of directors should be considered more as one interdependent collective. In this study, we view firm governance from a multiteam systems perspective and consider the TMT and board as the strategic leadership system (SLS). Our main goal is to examine whether a higher level of behavioral integration (i.e., interdependence) within the strategic leadership system (SLS BI) leads to higher levels of strategic decision-making quality. Simultaneously, we consider the moderating role of the firm's industry competitiveness (i.e., environmental complexity) as a factor that may increase the cruciality of board-TMT interdependence to reach high quality strategic decisions. Based on a unique multiple respondent sample of 375 SLS members from 47 Belgian private family firms, we find that SLS BI positively affects strategic decision-making quality. Additionally, results indicate that higher environmental complexity strengthens the positive effect of SLS BI on strategic decision-making quality.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"42 5","pages":"Pages 721-734"},"PeriodicalIF":7.5,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48212705","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Zaheer Khan, Jie Wu, Huda Khan, Joseph Amankwah-Amoah, Michael Czinkota, Nadia Zahoor
{"title":"Exploring periphery–core dynamics in international management: A review, characterizations, and future research agenda","authors":"Zaheer Khan, Jie Wu, Huda Khan, Joseph Amankwah-Amoah, Michael Czinkota, Nadia Zahoor","doi":"10.1016/j.emj.2024.07.004","DOIUrl":"10.1016/j.emj.2024.07.004","url":null,"abstract":"<div><div>This Management Focus section aims to provide insights into the concept of periphery–core dynamics in international business and management. In this Management Focus section, we introduce several studies that illuminate various core issues situated within the \"Periphery–Core Relations\" and the knowledge domain of international management. The core themes inherent in periphery–core dynamics research include resource disparities, the institutional difference hypothesis, knowledge transfer, innovation, and the significant role of emerging multinational enterprises in these dynamics. Additionally, we outline a future research agenda on core-periphery relations.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"42 5","pages":"Pages 653-657"},"PeriodicalIF":7.5,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142533661","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Peripheral-based subsidiaries and financial and non-financial performance: Evidence from an emerging market","authors":"","doi":"10.1016/j.emj.2024.04.002","DOIUrl":"10.1016/j.emj.2024.04.002","url":null,"abstract":"<div><div>The study aims to explore the mechanisms by which peripheral-based subsidiaries not only enhance financial and non-financial performance (i.e., business performance) but also contribute to creating value for Multinational Enterprises<span> (MNEs). Consequently, this research assesses how Corporate Social Responsibility<span> (CSR) drives Absorptive Capability (AC) and Knowledge Ecosystems (KE), ultimately leading to Business Performance (BP). The present framework integrates Relational Strategy (RS) to examine whether it moderates the link between CSR and KE. Using a database of MNE subsidiaries in Vietnam, this study applies a Partial Least Square approach to Structural Equation Modeling. Our research highlights a significantly positive relationship between CSR and AC, KE, and BP. This result suggests that the better CSR is implemented, the higher the AC, the stronger the KE, and, finally, the better the BP. Additionally, the results confirm that RS moderates the influence of CSR on KE. This finding implies that the impact of CSR on KE varies depending on the extent of RS. Overall, this study contributes to bridging the current gap in International Business literature where little attention has been paid to periphery–core relations concerning knowledge interactions.</span></span></div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"42 5","pages":"Pages 670-684"},"PeriodicalIF":7.5,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140596277","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Reverse knowledge transfer from the periphery to the core: Focusing on local market information","authors":"","doi":"10.1016/j.emj.2024.05.006","DOIUrl":"10.1016/j.emj.2024.05.006","url":null,"abstract":"<div><div><span>The aim of this study is twofold. First, the study attempts to identify the factors that affect reverse knowledge transfer (RKT) from the periphery to the core. Second, it explores this phenomenon by classifying subsidiaries into wholly owned subsidiaries and international joint ventures (IJVs), and trying to uncover the differences between these. By employing two theoretical concepts and using the subsidiaries of 195 Chinese firms in Africa, the study confirms that knowledge transfer capacity and relational capital are key determinants for RKT. In particular, the results showed that the knowledge development capability possessed by subsidiaries is a significant influential factor in promoting learning in multinational </span>enterprises (MNEs). In addition, relational capital between IJVs and MNE headquarters functions as a vehicle for facilitating RKT. This paper offers meaningful theoretical and managerial implications based on these results.</div></div>","PeriodicalId":48290,"journal":{"name":"European Management Journal","volume":"42 5","pages":"Pages 698-720"},"PeriodicalIF":7.5,"publicationDate":"2024-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141132142","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}