Journal of Management Studies
0022-2380
1467-6486
Anh Quốc
Cơ quản chủ quản: Wiley-Blackwell Publishing Ltd , WILEY
Lĩnh vực:
Management of Technology and InnovationStrategy and ManagementBusiness and International Management
Phân tích ảnh hưởng
Thông tin về tạp chí
Consistently highly ranked in the Management category of the ISI Journal Citation Reports, the Journal of Management Studies (JMS) is a globally respected, multidisciplinary journal with a long established history of excellence in management research. JMS publishes innovative empirical and conceptual articles which advance knowledge of management and organisation broadly defined, in such fields as organization theory, organizational behaviour, human resource management, strategy, international business, entrepreneurship, innovation and critical management studies. JMS has an inclusive ethos and is open to a wide range of methodological approaches and philosophical underpinnings.
Các bài báo tiêu biểu
Exploring the Conceptual Expansion within the Field of Organizational Behaviour: Organizational Climate and Organizational Culture Developments within social and exact sciences take place because scientists engage in scientific practices that allow them to further expand and refine the scientific concepts within their scientific disciplines. There is disagreement among scientists as to what the essential practices are that allow scientific concepts within a scientific discipline to expand and evolve. One group looks at conceptual expansion as something that is being constrained by rational practices. Another group, however, suggests that conceptual expansion proceeds along the lines of ‘everything goes’. The goal of this paper is to test whether scientific concepts expand in a rational way within the field of organizational behaviour. We will use organizational climate and culture as examples. The essence of this study consists of two core concepts: one within organizational climate and one within organizational culture. It appears that several conceptual variations are added around these core concepts. The variations are constrained by rational scientific practices. In other terms, there is evidence that the field of organizational behaviour develops rationally
Tập 35 Số 3 - Trang 303-329 - 1998
Stewardship vs. Stagnation: An Empirical Comparison of Small Family and Non‐Family Businesses* abstract continuity of the company, by more assiduous nurturing of a community of employees, and by seeking out closer connections with customers to sustain the business. The second perspective is less flattering. It proposes that FOBs are unusually subject to stagnation: they are said to face unique resource restrictions, embrace conservative strategies, eschew growth, and be doomed to short lives. This paper develops and examines the merits of the two perspectives, neither of which has been systematically articulated or researched. It does so in an empirical study of only small firms that are owned and managed by their founder. Within this sample, it compares firms that are FOBs, that is, family owned and managed, with non‐FOBs, that is, owned and managed by a founder with no other relative involved in the business. The findings show significant support for all three aspects of the stewardship perspective of FOBs, and no support for any elements of the stagnation perspective.
Tập 45 Số 1 - Trang 51-78 - 2008
Family and Lone Founder Ownership and Strategic Behaviour: Social Context, Identity, and Institutional Logics
Tập 48 Số 1 - Trang 1-25 - 2011
Corporate Social Responsibility in Management Research: Focus, Nature, Salience and Sources of Influence* abstract
Tập 43 Số 1 - Trang 115-136 - 2006
Linking Transformational Leadership and Team Performance: A Conflict Management Approach abstract This study develops a model in which transformational leadership affects team coordination and performance through the conflict management approaches adopted by team members. Data were collected from three different sources in a lagged design from 108 teams in a large enterprise in China. Results support the reasoning that transformational leadership promotes team coordination and thereby team performance by encouraging teams to adopt a cooperative, as opposed to competitive, approach to conflict management. These results suggest that transformational leadership may help team members manage conflicts for their mutual benefit. This is an important mechanism through which transformational leadership enhances team coordination and, in turn, achieves higher team performance.
Tập 48 Số 7 - Trang 1586-1611 - 2011
When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit Abstract Recent studies suggest the relationship between dynamic capabilities and competitive advantage may be jointly affected by organizational and environmental factors. We enrich this nascent perspective by developing a configurational theoretical framework – underpinned by the mechanism of strategic fit – wherein dynamic capabilities lead to a competitive advantage when they support a strategic orientation appropriate for the levels of dynamism and munificence in the environment. Results of a fuzzy‐set Qualitative Comparative Analysis using primary data show that dynamic capabilities lead to a competitive advantage in dynamic, munificent environments by enabling the combination of differentiation and low‐cost orientations. In stable, non‐munificent environments, dynamic capabilities are effective in support of a low‐cost orientation. The central insight of this study is that the relationship between dynamic capabilities and competitive advantage is contingent upon the strategic fit between organizational and environmental factors, contributing to a more rigorous and configurational dynamic capabilities view.
Tập 56 Số 4 - Trang 758-787 - 2019
Dynamic Capabilities and Organizational Performance: A Meta‐Analytic Evaluation and Extension Abstract We move the dynamic capabilities view (DCV) forward in two important ways by meta‐analysing prior empirical studies. First, we evaluate the two core theoretical tenets of the DCV: (1) Dynamic capabilities are positively related to performance, and (2) this relationship is stronger in industries with higher levels of technological dynamism. We find support for the former (rc = 0.296) but not for the latter, though results suggest the existence of moderators. Second, we theorize and demonstrate empirically that higher‐order dynamic capabilities are more strongly related to performance than lower‐order dynamic capabilities, lower‐order dynamic capabilities partially mediate the relationship between higher‐order dynamic capabilities and performance, and dynamic capabilities contribute more to performance in developing economies than in developed economies. These findings illustrate how the nature of the dynamic capability and the economic context in which it is utilized shape its value, thus offering a more nuanced conceptualization of the dynamic capabilities‐performance relationship.
Tập 53 Số 8 - Trang 1348-1380 - 2016
The Development of Organizational Social Capital: Attributes of Family Firms* abstract
Tập 44 Số 1 - Trang 73-95 - 2007
Whither Family Business? abstract The family enterprise is capturing increased interest from scholars around the world. Yet research about family business is in its infancy and the diversity of theories and perspectives represented in the developing literature portray a cluttered and conflicted landscape. In the following, we provide background, discuss the state of the field, and place in context the articles that are featured in this special issue. Critical questions facing the field are also addressed.
Tập 47 Số 2 - Trang 191-204 - 2010