Journal of Management Studies

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Exploring the Conceptual Expansion within the Field of Organizational Behaviour: Organizational Climate and Organizational Culture
Journal of Management Studies - Tập 35 Số 3 - Trang 303-329 - 1998
Willem Verbeke, Marco Volgering, Marco G.P. Hessels
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
Stewardship vs. Stagnation: An Empirical Comparison of Small Family and Non‐Family Businesses*
Journal of Management Studies - Tập 45 Số 1 - Trang 51-78 - 2008
Danny Miller, Isabelle Le Breton‐Miller, Barry Scholnick
abstract  Two major perspectives can be construed in the literature concerning the nature of family owned businesses (FOBs). The first implies that these enterprises have unique characteristics of stewardship. FOB owners are said to care deeply about the long‐term prospects of the business, in large part because their family's fortune, reputation and future are at stake. Their stewardship is said to be manifested by unusual devotion to the 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.
Family and Lone Founder Ownership and Strategic Behaviour: Social Context, Identity, and Institutional Logics
Journal of Management Studies - Tập 48 Số 1 - Trang 1-25 - 2011
Danny Miller, Isabelle Le Breton‐Miller, Richard H. Lester
Corporate Social Responsibility in Management Research: Focus, Nature, Salience and Sources of Influence*
Journal of Management Studies - Tập 43 Số 1 - Trang 115-136 - 2006
Andy Lockett, Jeremy Moon, Wayne Visser
abstract  In this paper we investigate the status of corporate social responsibility (CSR) research within the management literature. In particular, we examine the focus and nature of knowledge, the changing salience of this knowledge and the academic influences on the knowledge. We present empirical evidence based on publication and citation analyses of research published from 1992 to 2002. Our results demonstrate that, for CSR research published in management journals, the most popular issues investigated have been environmental and ethics; the empirical research has been overwhelmingly of a quantitative nature; the theoretical research has been primarily non‐normative; the field is driven by agendas in the business environment as well as by continuing scientific engagement; and the single most important source of references for CSR articles was the management literature itself.
Linking Transformational Leadership and Team Performance: A Conflict Management Approach
Journal of Management Studies - Tập 48 Số 7 - Trang 1586-1611 - 2011
X. Zhang, Qing Cao, Dean Tjosvold
abstractThis 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.
When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit
Journal of Management Studies - Tập 56 Số 4 - Trang 758-787 - 2019
Stav Fainshmidt, Lucas Wenger, Amir Pezeshkan, Mark R. Mallon
AbstractRecent 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.
Dynamic Capabilities and Organizational Performance: A Meta‐Analytic Evaluation and Extension
Journal of Management Studies - Tập 53 Số 8 - Trang 1348-1380 - 2016
Stav Fainshmidt, Amir Pezeshkan, M. Lance Frazier, Anil Nair, Edward P. Markowski
AbstractWe 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.
Dynamic Capabilities: Routines versus Entrepreneurial Action
Journal of Management Studies - Tập 49 Số 8 - Trang 1395-1401 - 2012
David J. Teece
The Development of Organizational Social Capital: Attributes of Family Firms*
Journal of Management Studies - Tập 44 Số 1 - Trang 73-95 - 2007
Jean-Luc Arrègle, Michael A. Hitt, David G. Sirmon, Philippe Véry
abstract  We develop and extend social capital theory by exploring the creation of organizational social capital within a highly pervasive, yet often overlooked organizational form: family firms. We argue that family firms are unique in that, although they work as a single entity, at least two forms of social capital coexist: the family's and the firm's. We investigate mechanisms that link a family's social capital to the creation of the family firm's social capital and examine how factors underlying the family's social capital affect this creation. Moreover, we identify contingency dimensions that affect these relationships and the potential risks associated with family social capital. Finally, we suggest these insights are generalizable to several other types of organizations with similar characteristics.
Whither Family Business?
Journal of Management Studies - Tập 47 Số 2 - Trang 191-204 - 2010
William S. Schulze, Éric Gedajlovic
abstractThe 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.
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