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Browsing School of Management (SoM) by Subject "3507 Strategy, Management and Organisational Behaviour"
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Item Open Access A lifecycle analysis of complex public procurement: an agency-institutional theory perspective(Emerald, 2025-01-02) Forster, Rick; Lyons, Andrew; Caldwell, Nigel; Davies, Jennifer; Sharifi, HosseinPurpose The study sets out to demonstrate how a lifecycle perspective on complex, public-sector procurement projects can be used for making qualitative assessments of procurement policy and practice and reveal those procurement capabilities that are most impactful for operating effectively. Design/methodology/approach Agency theory, institutional theory and the lifecycle analysis technique are combined to abductively develop a framework to identify, analyse and compare complex procurement policies and practices in public sector organisations. Defence is the focal case and is compared with cases in the Nuclear, Local Government and Health sectors. Findings The study provides a framework for undertaking a lifecycle analysis to understand the challenges and capabilities of complex, public-sector buyers. Eighteen hierarchically-arranged themes are identified and used in conjunction with agency theory and institutional theory to explain complex procurement policy and practice variation in some of the UK’s highest-profile public buyers. The study findings provide a classification of complex buyers and offer valuable guidance for practitioners and researchers navigating complex procurement contexts. Originality/value The lifecycle approach proposed is a new research tool providing a bespoke application of theory by considering each lifecycle phase as an individual but related element that is governed by unique institutional pressures and principal-agent relationships.Item Embargo Can we increase the granularity in understanding global value chains? an integration of academic and practice perspectives to enhance future developments(Inderscience , 2024) Prataviera, Lorenzo Bruno; Bosio, Davide; Koliousis, IoannisValue chains are increasingly fragmented globally, and companies and governments struggle with understanding where value is added. Both scholars and practitioners developed models, but recent challenges are calling for original approaches to develop instruments to map and evaluate global value chains (GVCs) footprint. We carried out a structured literature review (SLR) to summarise the existing academic knowledge about GVCs mapping and also examined the related practitioners’ materials. We then investigated what data sources are currently available to collect data about global trade flows, and involved practitioners in the discussion to collect insights that could improve the current understanding. We aim at offering guidance in this process, highlighting what future directions should be pursued to increase the models’ descriptive and explanatory power. For example, customs data is largely available. Original models could be developed, and GVCs could be studied leveraging rich and granular customs data rather than traditional macro-economic data.Item Open Access Common institutional ownership and corporate carbon emissions(Wiley, 2024) Qiang, Ji; Lei, Lei; Wood, Geoffrey; Zhang, DayongThere has been a growing interest in comparative work exploring when and why firms embark on green paths. It has been concluded that in national contexts where inter‐firm ties are stronger, progress has been stronger. In turn, this raises questions about the impact of inter‐firm ties within, rather than between, national contexts, and in settings where progress towards renewables has been uneven and contested. Accordingly, we explore how common institutional ownership may foster collaboration among firms within the same industry against climate change. Using a sample of US‐listed firms from 2006 to 2019, we obtain robust evidence that firms with industrial peers that are owned by the same institutional investors have lower carbon emissions. In addition, we find that a threshold exists for which the impact on carbon emissions holds only when firms are commonly connected with a substantial number of peers. The existence of this threshold suggests potential free‐riding issues and highlights the beneficial role of investors in promoting cross‐industry collaboration. Overall, our results highlight the role played by institutional investors in tackling climate issues, with important implications for both climate‐ and antitrust‐related regulations.Item Open Access Exploring the organizational value of international assignments: home versus host(Informa UK Limited, 2024) Renshaw, Phil St John; Parry, Emma; Dickmann, MichaelInternational assignments (IAs) are a common feature of international business and human resource management, yet evidence of their organizational value is mixed and contradictory. We argue, contrary to extant IA literature, that this is due to the need to investigate the value to each of the home and the host organizations separately. We apply such an approach in a public sector case study using a dynamic capabilities lens, relevant given its theoretical underpinnings in value creation. Extending the IA value literature, we find that the value to the home and host differs both in type and timing, that the value to one may be detrimental to the other, and that the funding of the underlying costs of an IA is a critical feature. Understanding and assessing these factors separately is key to managing the overall combined organizational value of IAs.Item Open Access ‘E’ of ESG and firm performance: evidence from China(Elsevier, 2024-11) Qian, Binsheng; Poshakwale, Sunil; Tan, YusenFollowing the ESG rating divergence reported in the previous research studies, we develop a novel firm-level Green Commitment (GC) index by incorporating new dimensions of environmental management and governance. We construct GC scores for all A-share listed companies in China from 2015 to 2021 and analyze whether firms with greater environmental commitment exhibit improvements in their future performance. Our results show that firms with high GC scores achieve higher stock returns without incurring extra risk. Additionally, a strong environmental commitment can enhance operating performance by mitigating financial constraints. The evidence supports the view that environmental investing contributes to the creation of positive shareholder value. Our GC index can be applied more widely to resolve the mixed evidence on the value implications of corporate environmental commitments.Item Open Access Followers beat content: social media and the managers in initial coin offerings (ICOs)(Springer , 2024-07-22) Gartner, Johannes; Moro, AndreaOur research investigates the role of social media communication in amplifying high-quality information and its impact on the success of ICOs in achieving their soft cap. We analyzed data from 3,644 ICOs and the demographics of 1,987 CEOs, CFOs, and CTOs to compare their quality attributes against their number of social media followers. Our findings reveal that the most significant factors for reaching the soft cap are the number of followers and team size, while the competencies (education and skills) of the management team have a very marginal effect, even when enhanced through social media. This indicates that widespread social media signals can positively influence investor behavior without necessarily reducing information asymmetries regarding the quality of the team. We propose that this effect arises from the combination of minimal investment amounts and stimulated herding behavior among investors.Item Open Access Geopolitical disruptions and supply chain structural ambidexterity(Emerald, 2024) Moradlou, Hamid; Skipworth, Heather; Bals, Lydia; Aktas, Emel; Roscoe, SamuelPurpose This paper seeks insights into how multinational enterprises restructure their global supply chains to manage the uncertainty caused by geopolitical disruptions. To answer this question, we investigate three significant geopolitical disruptions: Brexit, the US-China trade war and the coronavirus disease 2019 (Covid-19) pandemic. Design/methodology/approach The study uses an inductive theory-elaboration approach to build on Organisational Learning Theory and Dunning’s eclectic paradigm of international production. Twenty-nine expert interviews were conducted with senior supply chain executives across 14 multinational manufacturing firms. The analysis is validated by triangulating secondary data sources, including standard operating procedures, annual reports and organisational protocols. Findings We find that, when faced with significant geopolitical disruptions, companies develop and deploy supply chain structural ambidexterity in different ways. Specifically, during Covid-19, the US-China trade war and Brexit, companies developed and deployed three distinct types of supply chain structural ambidexterity through (1) partitioning internal subunits, (2) reconfiguring supplier networks and (3) creating parallel supply chains. Originality/value The findings contribute to Dunning’s eclectic paradigm by explaining how organisational ambidexterity is extended beyond firm boundaries and embedded in supply chains to mitigate uncertainty and gain exploration and exploitation benefits. During significant geopolitical disruptions, we find that managers make decisions in tight timeframes. Therefore, based on the transition time available, we propose three types of supply chain structural ambidexterity. We conclude with a managerial framework to assist firms in developing supply chain structural ambidexterity in response to geopolitical disruptions.Item Embargo Managing sudden unexpected disruptions in complex projects: the antifragility hierarchy(Taylor and Francis, 2024-12-31) Usher, Greg; Cantarelli, Chantal C; Davis, Kate; Pinto, Jeffrey K; Turner, NeilProjects are prone to a variety of sudden unexpected disruptions across their development cycle, requiring that effective organizations develop strategies for proactively recognizing disruption likelihood and swiftly responding to these events. This paper explores a hierarchy of responses to disruption, based on Taleb’s theory of antifragile system behavior. Following this reasoning, we suggest that when faced with project disruptions, organizations need to investigate the means to trigger a ‘convex’ response that increases value through antifragile thinking. We propose an ‘antifragility hierarchy’ in which three key responses to project disruption are demonstrated, with a range of strategies available for addressing these disruptions. This hierarchy offers a novel conceptualization of responses to project disruption events, suggesting that the options available to organizations range from robust (the least effective) to antifragile (the most constructive). Finally, we offer a set of strategies for effectively responding to disruptions to promote antifragility in projects.Item Open Access Re‐orienting leadership coaching for sustainable effectiveness(Wiley, 2024-09-09) Renshaw, Phil; Robinson, JennyThe authors note that their “personal experience, client conversations, and research has led us to identify and highlight two critical issues where we see organizations consistently making serious errors that hold back the development of their leaders, waste money, and restrict the potential for longer term and sustainable effectiveness.” They note that organizations spend a considerable amount of money on outside coaching, yet this may not always be beneficial or cost‐effective for those organizations: “The first step,” they write, “is to understand when “a coach” can and can’t help. The second is to understand the difference between “a coach” (in other words a professional coach, or someone following such an approach) and leaders‐who‐coach. As a result, organizations can make the most of their coaching dollars, and their people.” They further clarify that “to determine when to use a professional coach, we use a simple question to address whether such coaching is a worthwhile endeavor: Does the executive need to develop and challenge themselves or do they need tools to function within their organization?” They conclude that solutions involve “creating leaders‐who‐coach who, as a result, will gradually enable a change in the underlying systemic issues.”Item Embargo Supply Chain Disruptions and Stock Prices: Chapter 6 - Conclusions(Springer , 2024) Schelp, Priscilla; Skipworth, Heather; Aktas, Emel; Vieth, BeateThis chapter concludes the book, summarising key takeaways for both practitioners and academics on managing Hurricane-Related Risks based on our research findings. The summary encapsulates the critical outcomes of our research, shedding light on the intricate relationship between hurricanes, supply chain disruptions, and firm performance. Our study draws from a diverse range of academic sources, offering profound insights into the imperative of proactive management and transparent communication during hurricane-induced supply chain disruptions.Item Embargo The influence of neighbours’ supply network structure on firm’s environmental, social and governance controversies(Taylor and Francis, 2024-12-31) Qiu, Jilin; Alinaghian, Leila; Brintrup, AlexandraThis study investigates how the structural characteristics of a firm's supply network and its neighbouring firms affect their environmental, social, and governance (ESG) controversies. A secondary dataset comprising 18,943 firms and 103,632 contractual links from the global automotive industry was employed to test the hypotheses. Publicly available ESG controversies data for 268 firms were gathered from the Thomson Reuters Eikon database. The results indicated a negative relationship between the interconnectedness of neighbours’ networks and their ESG controversies. The results further revealed a positive association between the centrality of a firm’s neighbours and their ESG controversies. Furthermore, the study highlighted that a firm occupying a bridging position positively moderates the relationship between neighbours’ interconnectedness and ESG controversies. Drawing on a real-world large-scale supply network, our study extends the emerging debate on the criticality of broader supply networks in firms’ sustainability by investigating the role of neighbours’ structural properties in firms’ ESG controversies.Item Open Access The roles of directors from related industries on enterprise innovation(MDPI, 2024-08-14) Liang, Wen; Song, Simiao; Xie, Ying; Liu, SanhongTo remain agile in response to market dynamics, foster innovation, and effectively manage potential risks, companies draw upon information from both their upstream and downstream sup-ply chain collaborators to enhance their core competitiveness. This research, conducted on A-share listed companies in Shanghai and Shenzhen from 2010 to 2021, empirically investigates the influence of directors from upstream or downstream supply chain collaborators, referred to as Directors from Related Industries (DRIs), on corporate innovation activities. This study reveals that DRIs significantly boost the innovation activities of enterprises, irrespective of their position within the operational structure. When there is considerable information asymmetry in the related industries of the industry chain, the impact of DRIs on enterprise innovation is evident in both input and output aspects. Conversely, when management has serious concerns about their career, the impact is primarily on the input side. This underscores the role of DRIs in providing relevant information about upstream and downstream industries and alleviating management’s career anxieties, enhancing their effectiveness in consulting and supervising innovation. By examining the economic consequence, corporate innovation emerges as a potential mechanism through which industry chain directors can enhance corporate value. This research delves into the effects of DRIs on enterprise innovation, offering valuable theoretical and practical insights for advancing innovation within the context of value chain integration.