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Pierre-Yves Donzé and Rika Fujioka
The luxury business has been one of the fastest growing industries since the late 1990s. Despite numerous publications in management and business history, it is still difficult to have a clear idea of what “luxury” is, what the characteristics of this business are, and what the dynamics of the industry are. With no consensus on the definition of luxury among scholars and authors, the concept thus requires discussion. Luxury is commonly described as the high-end market segment, but the delimitation of the lower limit of this segment and its differentiation from common consumer goods are rather ambiguous. Authors use different terminology to describe products in this grey zone (such as “accessible luxury,” “new luxury,” and “prestige brands”).
Despite the ambiguous definition of “luxury,” various companies have described their own businesses in this way, and consumers perceive them as producers of luxury goods and services. Research on luxury business has focused mostly on four topics: (1) the evolution of its industrial organization since the 1980s (the emergence of large conglomerates such as Moët Hennessy Louis Vuitton SE or LVMH, and the reorganization of small and medium-sized enterprises); (2) production systems (the introduction of European companies into global value chains, and the role of country of origin labels and counterfeiting); (3) brand management (using heritage and tradition to build luxury brands); and (4) access to consumers (customization versus standardization). Lastly, new marketing communication strategies have recently been adopted by companies, namely customer relations via social media and the creation of online communities.
Jacqueline A. Gilbert
Organizational diversity is regarded positively, but haphazardly embraced. The absence of a cultural mandate at work (one which includes an emphasis on managing differences) can result in minority assimilation, and in either unintended bullying or in intentional abuse. Declining stock price, loss of goodwill, inability to recruit qualified candidates, and internal havoc marked by perpetuation of firm dysfunction may occur. These outcomes are especially alarming in the face of transformative population growth, in which minorities are predicted to become the demographic majority within the United States.
Inattention to employee misconduct prevents firms from experiencing enhanced productivity. Encouraging civil behavior is thus essential to engendering camaraderie in a diverse workforce, in which incivilities, or micro-inequities, are disproportionately targeted at minority groups. Management modeling of appropriate behavior (and swift action toward perpetrators for non-compliance) are necessary to achieve human capital integration.
Jeff Hearn and David Collinson
Even though gender and gender analysis are still often equated with women, men and masculinities are equally gendered. This applies throughout society, including within organizations. Following pioneering feminist scholarship on work and organizations, explicitly gendered studies on men and masculinities have increased since the 1980s. The need to include the gendered analysis of men and masculinities as part of gender studies of organizations, leadership, and management, is now widely recognized at least within gender research. Yet, this insight continues to be ignored or downplayed in mainstream work and even in some studies seen as “critical.” Indeed the vast majority of mainstream work on organizations still has either no gender analysis whatsoever or relies on a very simplistic and rather crude understanding of gender dynamics.
Research on men and masculinities has been wide ranging and has raised important new issues about gendered dynamics in organizations, including cultures and countercultures on factory shopfloors; historical transformations of men and management in reproducing patriarchies; the relations of bureaucracy, men, and masculinities; management-labor relations as interrelations of masculinities; managerial and professional identity formation; managerial homosociality; and the interplay of diverse occupational masculinities. Research has revealed how structures, cultures, and practices of men and masculinities continue to persist and to dominate in many contemporary organizations. Having said this, the concepts of gender, of men and masculinities, and of organization have all been subject to complex and contradictory processes that entail both their explicit naming and their simultaneous deconstruction and critique. This is illustrated, respectively, in the intersectional construction of gender; the pressing need to name men as men in analysis of organizational dominance, but also deconstruct the category of men as provisional; and in the multiplication of organizational forms as, for example, interorganizational relations, net-organizations, and cyberorganizations.
These contradictory historical and conceptual namings and deconstructions are especially important in the analysis of transnational organizations operating within the context of globalization, transnationalizations, production, reproduction, and trans(national) patriarchies. Within transnational organizations such as large gendered multinational enterprises, the taken-for-granted nature of transnational gendered hierarchies and cultures persists in management, maintained partly through commonalities across difference, gendered horizontal specializations, and controls. Transnational organizations are key sites for the production of a variety of developing forms of (transnational) business masculinities, some more individualistic, some marriage based, some nation based, some transcending nation. These masculinities have clear implications for gendered practices in private spheres, including the provision of domestic servicing often by Black and minority ethnic women. The growth of the knowledge economy brings further complications to these transnational patterns, through elaboration of techno-masculinities, and interactions of men, masculinities, and information and communication technologies. This is particularly relevant in the international financial sector, where constructions of men and masculinities are impacted by the gendering of capital and financial crisis, and gender regimes of financial institutions, as in men financiers’ risky behavior. Further studies are needed addressing the “gender-neutral” hegemony of organizations, leaderships, and managements, especially in transnational arenas, and organizations subject to changing technologies. Other key research issues concern analysis of neglected intersectionalities, including intersectional privileges, male/masculine/men’s bodies, and the taken-for-granted category of “men” in and around organizations.
Paulina Junni and Satu Teerikangas
There are many types of mergers and acquisitions (M&A), be they a minority acquisition to explore a potential high growth emerging market, a takeover of a financially distressed firm with the aim of turning it around, or a private equity firm seeking short- to medium-term returns. The terms “merger” and “acquisition” are often used interchangeably, even though they have distinct denotations: In an acquisition, the acquirer purchases the majority of the shares (over 50%) of another company (the “target”) or parts of it (e.g., a business unit or a division). In a merger, a new company is formed in which the merging parties share broadly equal ownership. The term “merger” is often used strategically by acquirers to alleviate fears and send out a message of friendly combination to employees. In terms of transaction numbers, the majority of M&A transactions are acquisitions, whereas mega-merger deals gain media attention owing to transaction size.
While M&A motives, acquirer types, and dynamics differ, most M&A share the aim of generating value from the transaction in some form. Yet a prevalent dilemma in the M&A practice and literature is that M&A often fail to deliver the envisioned benefits. Reasons for negative acquirer performance stem from overestimating potential synergies and paying high premiums for targets pre-deal. Another problem lies in securing post-deal value creation. Post-deal challenges relate to optimal integration speed, the degree of integration, change, or integration management, communication, resource and knowledge sharing, employee motivation and turnover, and cultural integration. Researchers are calling for more research on how pre-deal processes such as target evaluation and negotiations influence M&A performance.
A closer look at this literature, though, highlights several controversies. First, the literature often lacks precision when it comes to defining M&A. We call for future research to be explicit concerning the type of merger or acquisition transaction, and the organizational contexts of the acquiring and target firms. Second, we are still lacking robust and unified frameworks that explain M&A occurrence and performance. One of the reasons for this is that the literature on M&A has developed in different disciplines, focusing on either pre- or post-deal aspects. This has resulted in a “silo” effect with a limited understanding about the combined effects of financial, strategic, organizational, and cultural factors in the pre- and post-deal phases on M&A performance. Third, M&A studies have failed to critically scrutinize the M&A phenomenon, including aspects such as power, politics, and managerial drivers. Fourth, scholars have tended to focus on single, isolated M&A. We call for future research on M&A programs and M&A as part of broader corporate strategies. Finally, the study of M&A has suffered from a managerial bias, with insufficient attention paid to the rank and file, such as engineers, or marketing or administrative employees. We therefore call for future research that takes a broader view on actors involved in M&A, placing a greater emphasis on individuals’ roles and practices.
Nasima M. H. Carrim
With an increase in the number of diverse groups of individuals (including ethnic minorities) entering organizations, managing diversity in the 21st-century workplace has become imperative. The workplace provides employees with opportunities to work interactively with others in diverse situations and to express their identities, including ethnic identity. Despite Western-based organizations’ adoption of strategies such as affirmative action in an effort to integrate diverse employees into their workplaces, members of ethnic minority groups may still experience great difficulties in obtaining instrumental and social support in these organizations. While some minorities may not outwardly manifest their ethnicity, in the majority of cases, ethnic identity forms a core identity of many individuals and employees do not leave this identity at the doorstep of the organization. In some countries, ethnic minorities have refused to assimilate into the majority workplace culture, and have maintained strong ethnic identities. By outwardly expressing their identities, ethnic minority employees face discrimination, stereotyping and micro-aggressive behaviors within the workplace, and in the majority of cases are relegated to dead-end lower level posts and face barriers to their career advancement. Also, having strong ethnic identities results in a conflict between minorities ethnic identities and the workplace culture. This is especially apparent in terms of religious beliefs and values. Embracing ethnic identity of migrants into organizational cultures is especially challenging for organizations these days, as many immigrants are highly skilled professionals that enter western corporations. They experience discrimination and not receiving support in order to advance their careers.
This is an advance summary of a forthcoming article in the Oxford Research Encyclopedia of Business and Management. Please check back later for the full article.
Necessary Condition Analysis (NCA) understands cause-effect relations as “necessary but not sufficient.” It means that without the right level of the cause a certain effect cannot occur. This is independent of other causes, thus the necessary condition can be a single bottleneck, critical factor, constraint, disqualifier, or the like that blocks the outcome. This logic differs from conventional additive logic where factors on average contribute to an outcome and can compensate for each other. NCA complements conventional methods such as multiple regression and structural equation modeling. Applying NCA can provide new theoretical and practical insights by identifying the level of a factor that must be put and kept in place for having the outcome. A necessary condition that is not in place guarantees failure of the outcome and makes changes of other contributing factors ineffective.
NCA’s data analysis allows for a (multiple) bivariate analysis. NCA puts a ceiling line on the data in an XY-scatter plot. This line separates the space with cases from the space without cases. An empty space in the upper left corner of the scatter plot indicates that the presence of X is necessary for the presence of Y. The larger the empty space relative to the total space, the more X constrains Y, and the more Y is constrained by X, hence the larger the necessity effect size. A point on the ceiling line represents the level Xc of X that is necessary, but not sufficient, for level Yc of Y.
NCA is applicable to any discipline. It has already been applied in various business and management fields including strategy, organizational behavior, human research management, operations, finance, innovation, and entrepreneurship. More information about the method and its free R software package can be found on the
The New Public Management (NPM) is a major and sustained development in the management of public services that is evident in some major countries. Its rise is often linked to broader changes in the underlying political economy, apparent since the 1980s, associated with the rise of the New Right as both a political and an intellectual movement. The NPM reform narrative includes the growth of markets and quasi-markets within public services, empowerment of management, and active performance measurement and management. NPM draws its intellectual inspiration from public choice theory and agency theory.
NPM’s impact varies internationally, and not all countries have converged on the NPM model. The United Kingdom is often taken as an extreme case, but New Zealand and Sweden have also been highlighted as “high-impact” NPM states, while the United States has been assessed as a “medium impact” state. There has been a lively debate over whether NPM reforms have had beneficial effects or not. NPM’s claimed advantages include greater value for money and restoring governability to an overextended public sector. Its claimed disadvantages include an excessive concern for efficiency (rather than democratic accountability) and an entrenchment of agency-specific “silo thinking.”
Much academic writing on the NPM has been political science based. However, different traditions of management scholarship have also usefully contributed in four distinct areas: (a) assessing and explaining performance levels in public agencies, (b) exploring their strategic management, (c) managing public services professionals, and (d) developing a more critical perspective on the resistance by staff to NPM reforms.
While NPM scholarship is now a mature field, further work is needed in three areas to assess: (a) whether public agencies have moved to a post-NPM paradigm or whether NPM principles are still embedded even if dysfunctionally so, (b) the pattern of the international diffusion of NPM reforms and the characterization of the management knowledge system involved, and (c) NPM’s effects on professional staff working in public agencies and whether such staff incorporate, adapt, or resist NPM reforms.
Samer Faraj and Takumi Shimizu
Online communities (OCs) are emerging as effective spaces for knowledge collaboration and innovation. As a new form of organizing, they offer possibilities for collaboration that extend beyond what is feasible in the traditional hierarchy. OC participants generate new ideas, talk about knowledge, and remix and build on each other’s contributions on a massive scale. OCs are characterized by fluidity in the resources that they draw upon, and they need to manage these tensions in order to sustain knowledge collaboration generatively. OCs sustain knowledge collaboration by facilitating both tacit and explicit knowledge flows. Further, OCs play a key role in supporting and sustaining the knowledge collaboration process that is necessary for open and user innovation. As collective spaces of knowledge flows, OCs are mutually constituted by digital technologies and participants. The future is bright for OC research adopting the knowledge perspective and focusing on how to sustain their knowledge flow.
Organizational happiness is an intuitively attractive idea, notwithstanding the difficulty of defining happiness. A preference for unhappiness rather than happiness in an organization would be out of tune with community expectations in most societies, as would an organization that promoted unhappiness. Some argue that organizational happiness is a misconception, that happiness is a personality trait and organizations cannot have personality. Others suggest that organizational happiness is derived from, or at least dependent on, the happiness of the individuals in the organization. A third approach involves virtue ethics, linking organizational happiness to virtuous organizations. Some discussion of the nature of happiness is needed before consideration of these three approaches to the concept of organizational happiness. If one leaves aside the notion of happiness as a psychological state, there remain three main views as to the nature of happiness: one based on a hedonistic view, which grounds happiness in pleasure, one based on the extent to which desire is satisfied, and one where happiness is linked to a life of virtuous activity and the fulfillment of human potential. Some would see no distinction between all three senses of happiness and what is called well-being.
Whether or not organizations can experience happiness is to some extent determined by whether happiness is considered subjective well-being, fulfilled desire, or virtue and to some extent by one’s view of the moral nature of corporations. There are dangers in the unfettered pursuit of happiness. Empirical research is impacted by questions of definition, by changes over time for both individuals and society, and by the difficulty that arises from reliance on self-reported data. Recent decades have seen the publication of quantitative assessments of organizational happiness, despite the difficulty of constructing scales and manipulating data, and the problems of effectively taking into account cultural, organizational, and individual differences in concepts of happiness. Potential research questions fall into two groups, those that seek a better understanding of what happiness is and those that seek to collect data about happiness in pursuit of answers to questions about the benefits of happiness.
Innovation is a complex construct and overlaps with a few other prevalent concepts such as technology, creativity, and change. Research on innovation spans many fields of inquiry including business, economics, engineering, and public administration. Scholars have studied innovation at different levels of analysis such as individual, group, organization, industry, and economy. The term organizational innovation refers to the studies of innovation in business and public organizations.
Studies of innovations in organizations are multidimensional, multilevel, and context-dependent. They investigate what external and internal conditions induce innovation, how organizations manage innovation process, and in what ways innovation changes organizational conduct and outcome. Indiscreet application of findings from one discipline or context to another, lack of distinction between generating (creating) and adopting (using) innovations, and likening organizational innovation with technological innovation have clouded the understanding of this important concept, hampering its advancement. This article organizes studies of organizational innovation to make them more accessible to interested scholars and combines insights from various strands of innovation research to help them design and conduct new studies to advance the field.
The perspectives of organizational competition and performance and organizational adaptation and progression are introduced to serve as platforms to position organizational innovation in the midst of innovation concepts, elaborate differences between innovating and innovativeness, and decipher key typologies, primary sets of antecedents, and performance consequences of generating and adopting innovations. The antecedents of organizational innovation are organized into three dimensions of environmental (external, contextual), organizational (structure, culture), and managerial (leadership, human capital). A five-step heuristic based on innovation type and process is proposed to ease understanding of the existing studies and select suitable dimensions and factors for conducting new studies. The rationale for the innovation–performance relationship in strands of organizational innovation research, and the employment of types of innovation and performance indicators, is articulated by first-mover advantage and performance gap theory, in conjunction with the perspectives of competition and performance and of adaptation and progression. Differences between effects of technological and nontechnological innovation and stand-alone and synchronous innovations are discussed to articulate how and to what extent patterns of the introduction of different types of innovation could contribute to organizational performance or effectiveness. In conclusion, ideas are proposed to demystify organizational innovation to allure new researches, facilitate their learning, and provide opportunities for the development of new studies to advance the state of knowledge on organizational innovation.
Henrich R. Greve
Organizational learning theory is motivated by the observation that organizations learn by encoding inferences from experience into their behavior. It seeks to answer the questions of what kinds of experiences influence behaviors, how and under what circumstances behaviors change, and how new behaviors are stabilized and have consequences for organizations’ adaptation to their environment. Organizational learning research has as key mechanisms innovations and other triggering events that lead to major behavioral change, knowledge accumulation and experimentation that encourage incremental change, and interpretations that guide each of these processes. Organizational learning research has gained a central position in organizational theory because it has implications for organizational behaviors that also affect other theoretical perspectives such as institutional theory, organizational ecology, and resource dependence.
Key research topics in organizational learning and adaptation are (a) organizational routines and their stability and change, (b) performance feedback and its consequences for organizational search and change, (c) managerial goal formation and coalition building, (d) managerial attention to goals and organizational activities, and (e) adaptive consequences of learning procedures. Each of these topics has seen significant research, but they are far from completing their empirical agenda. Recently, organizational learning research has been very active, especially on the topics of routines, performance feedback, and attention, resulting in a strong increase in learning and adaptation research in management journals.
Vinícius Chagas Brasil and J.P. Eggers
In competitive strategy, firms manage two primary (non-financial) portfolios—the product portfolio and the innovation portfolio. Portfolio management involves resource allocation to balance the important tradeoff of risk reduction and upside maximization, with important decisions around the evaluation, prioritization and selection of products and innovation projects. These two portfolios are interdependent in ways that create reinforcing dynamics—the innovation portfolio is the array of potential future products, while the product portfolio both informs innovation strategy and provides inputs to future innovation efforts. Additionally, portfolio management processes operate at two levels, which is reflected in the literature's structure. The first is a micro lens which focuses on management frameworks to boost portfolio performance and success through project-level selection tools. This research has its roots in financial portfolio management, relates closely to research on new product development and marketing product management, and explores the effects of portfolio management decisions on other organizational functions (e.g., operations). The second lens is a macro lens on portfolio management research, which considers the portfolio as a whole and integrates key organizational and competitive concepts such as entry timing, portfolio management resource allocation regimes (e.g., real options reasoning), organizational experience, and the culling of products and projects. This literature aims to set portfolio management as higher level organizational decision-making capability that embodies the growth strategy of the organization. The organizational ability to manage both the product and innovation portfolios connects portfolio management to key strategic organizational capabilities, including ambidexterity and dynamic capabilities, and operationalizes strategic flexibility. We therefore view portfolio management as a source of competitive advantage that supports organizational renewal.
Isabel Boni-Le Goff and Nicky Le Feuvre
Professions or professional occupations have been studied through a large number of empirical and theoretical lenses over the last decades: as potential substitutes for organizations and markets, as protected labor markets, and as the site of the subjective experiences and socialization processes of their members. Combining a sociological and a gender perspective, a growing number of studies have shed new light on the growth and dynamics of professional occupations since the mid-20th century. They show how the massive entry of women into the upper reaches of Western labor markets has played a major role in the expansion and reconfiguration of the professions. However, by studying the barriers to women’s access to once exclusively masculine environments, scholars tend to show that the feminization processes coexist with persistent inequalities in income, promotion opportunities, career patterns, and access to leadership positions, popularized by the metaphor of the “glass ceiling” effect.
These contradicting trends—numerical feminization and the persistence of gender inequalities—have inspired a large range of empirical research projects and conceptual innovations. This article distinguishes three ways of framing the gendered dynamics of professional and managerial occupations.
A first way of framing the issue adopts a resolutely structural perspective, presenting feminization as a process that ultimately leads to the crystallization of traditional gender inequalities, thus confronting women with the risk of deprofessionalization or dequalification. Some of these studies observe variations in the rhythms and patterns of feminization across occupations. They reveal complex processes whereby the overall increase in women’s education levels comes with the persistence of gender-differentiated choices of study and occupation. Rhythms and patterns of feminization may also differ within a given occupation, from one specialty to another and from one type of organization to another, depending on the internal hierarchy of the occupation. Very significant gaps may also be observed according to employment status: wage labor or self-employment, for example.
A second way of framing the question adopts an organizational-level perspective; showing, for example, that a “glass ceiling” systematically hampers women’s career progression in all sectors of the labor market. These studies explore the combination of direct and indirect discriminatory processes—from the persistence of “old boys’ networks” to the legitimation of certain gendered body images of professionalism—within different organizational and professional contexts. In the face of such resistance, women’s career progression is particularly slow and arduous, both due to the prevailing symbolic norms of leadership models and due to the collective strategies of closure by male professionals at the organizational level.
Finally, a third way of framing the issue adopts a more holistic perspective, with a stronger focus on the agency of women within the occupational context and on the societal implications of changes to the gender composition of the professions. These studies insist on the potential or real changes that women may bring to the professional ethos and to the occupation-specific “rules of the game” in previously male-dominated bastions. Interested in the undoing of conventional norms of masculinity and fathering as well as of femininity and mothering, this third perspective explores a potential shift to more egalitarian gender arrangements at the organizational, interpersonal, and societal levels.
Increasing levels of cultural diversity requires a system of higher education structured to facilitate intercultural learning and develop individuals who are prepared to work in a culturally diverse environment, and can make decisions and manage people cognizant of cultural differences. Three main approaches to facilitate intercultural learning in the classroom have emerged: transfer of cultural knowledge, cultural experiences, and reflection on experience. Each of these approaches has a role to play at different stages of intercultural development. Three stages of intercultural development are proposed: (1) Monocultural stage, referring to a stage in which individuals are unaware of cultural differences; (2) Cross-cultural stage, in which individuals recognize and understand cultural differences but lack behavioral skills to deal with them; and (3) Intercultural stage, in which individuals can draw on a repertoire of behaviors to influence and shape intercultural interactions in ways that facilitate understanding and create opportunities for cooperation. Reflection on experience is proposed to be particularly useful to support the development of intercultural competence. Reflection is a thinking process focusing on examining a thought, event, or situation to make it more comprehensible and to learn from it. A four-step reflection process is proposed: (1) Describe experience; (2) Reflect on experience; (3) Learn from experience; and (4) Apply learning. Suggestions on using reflection in the classroom are proposed.
Nydia MacGregor and Tammy L. Madsen
Regulatory shocks, either by imposing regulations or easing them (deregulation), yield abrupt and fundamental changes to the institutional rules governing competition and, in turn, the opportunity sets available to firms. Formally, a regulatory shock occurs when jurisdictions replace one regulatory system for another. General forms of regulation include economic and social regulation but recent work offers a more fine-grained classification based on the content of regulations: regulation for competition, regulation of cap and trade, regulation by information, and soft law or experimental governance. These categories shed light on the types of rules and policies that change at the moment of a regulatory shock. As a result, they advance our understanding of the nature, scope, magnitude, and consequences of transformative shifts in rules systems governing industries. In addition to differences in the content of reforms, the assorted forms of regulatory change vary in the extent to which they disrupt an industry’s state of equilibrium or semi-equilibrium. These differences contribute to diverse temporal patterns or dynamics, an area ripe for further study. For example, a regulatory shock to an industry may be followed by rapid adjustment and, in turn, a new equilibrium state. Alternatively, the effects of a regulatory shock may be more enduring, contributing to ongoing dynamics and prolonging an industry’s convergence to new equilibrium state. As such, regulatory shocks can both stimulate ongoing heterogeneity or promote coherence within and among industries, sectors, organizational fields, and nation states. It follows that examining the content, scope, and magnitude of regulatory shocks is key to understanding their impact.
Since conforming to industry regulation (deregulation) increases economic returns, firms attempt to align their policies and behaviors with the institutional rules governing an industry. Thus, regulatory shocks stimulate the evaluation of strategic choices and, in turn, impact the competitive positions of firms and the composition of industries. Following a shock, at least two generic cohorts of firms emerge: incumbents, which are firms that operated in the industry before the change, and entrants, which start up after the change. To sustain a position, entrants must build capabilities from scratch whereas incumbents must replace or modify the practices they developed in the prior regulatory era. Not surprisingly, the ensuing competitive dynamics strongly influence the distribution of profits observed in an industry and the duration of firms’ profit advantages.
Our review highlights some of the prominent areas of research inquiry regarding regulatory shocks but many areas remain underexplored. Future work may benefit by considering regulatory shocks as embedded in a self-reinforcing system rather than simply an exogenous inflection in an industry’s evolutionary trajectory. Opportunities also exist for studying how the interplay of industry actors with actors external to an industry (political, social) affects the temporal and competitive consequences of regulatory shocks.
The Resource-Based View of the firm (RBV) is a set of related theories sharing the assumptions of resource heterogeneity and resource immobility across firms. In this view, a firm is a bundle of resources, capabilities, or routines which create value and cannot be easily imitated or appropriated by competitors due to isolating mechanisms. Grounded in the economic traditions of the “Chicago School” of economic efficiency, the “Austrian School” of economics, and organizational economics, the RBV comprises theories that explain the existence of (sustained) competitive advantage and of economic rents. Empirical research from this perspective addresses both firm performance and firm behavior at the level of business strategy (e.g., within-industry competition) and corporate strategy (e.g., acquisitions). Initially developed through a series of papers by several authors in the 1980s–1990s, major extensions and refinements of the RBV include the knowledge-based view of the firm (KBV), dynamic capabilities, and the relational view, which recognizes capabilities can be developed and shared through alliances between firms.
Donald D. Bergh
Growth strategies have long been a priority for executive leadership. However, growth can also create problems. Leaders may need to use restructuring and divestiture actions to regain control, improve transparency, and re-establish efficiency. Given that leaders benefit from having insights into the antecedents, processes, outcomes, and decisions associated with unwinding growth most effectively, it is essential to consider the body of knowledge that exists in strategic management on restructuring and divestiture. This review seeks to describe what is currently known and not known about restructuring and divestiture and will give future researchers some suggested directions for further developing knowledge about these expensive and risky actions. The assessment is organized round five key questions that have shaped the field’s literature base: Why do firms divest? How do firms divest? Do divestitures create value? What happens to the divested units? And what are some promising directions for future knowledge development? Afterwards, three challenges for knowledge development are presented: What is value creation and for whom does it matter? What to do about incomplete information? And, is there a need for integrating different levels of strategy? Overall, it is important to identify, develop, and analyze the conceptual models of restructuring and divestiture with the purpose of guiding future research to provide knowledge that decision-makers will find useful as they engage in restructuring and divestitures.
Michael K. Bednar
Corporate governance scholars have long been interested in understanding the mechanisms through which firms and their leaders are held accountable for their actions. Recently, there has been increased interest in viewing the media as a type of corporate governance mechanism. Because the media makes evaluations of firms and leaders, and can broadcast information to a wide audience, it has the potential to influence the reputation of firms and firm leaders in both positive and negative ways and thereby play a role in corporate governance.
The media can play a governance role and even influence firm outcomes by simply reporting about firm actions, giving stakeholders a larger voice with which to exert influence, and through independent investigation. However, despite the potential for the media to play a significant governance role, several barriers limit its effectiveness in this capacity. For example, media outlets have their own set of interests that they must strive to fulfill, and journalists often succumb to several cognitive biases that could limit their ability to successfully hold leaders accountable.
While significant progress has been made in understanding the governance role of the media, future research is needed to better understand the specific conditions in which the media is effective in this role. Understanding how social media is changing the nature of journalism is just one example of the many exciting avenues for future research in this area.
Cristina Chaminade and Bengt-Åke Lundvall
Scientific advance and innovation are major sources of economic growth and are crucial for making development socially and environmentally sustainable. A critical question is: Will private enterprises invest sufficiently in research technological development and innovation and, if not, to what degree and how should governments engage in the support of science, technology, and innovation? While neoclassical economists point to market failure as the main rationale for innovation policy, evolutionary economists point to the role of government in building stronger innovation systems and creating wider opportunities for innovation. Research shows that the transmission mechanisms between scientific advance and innovation are complex and indirect. There are other equally important sources of innovation including experience-based learning. Innovation is increasingly seen as a systemic process, where the feedback from users needs to be taken into account when designing public policy. Science and innovation policy may aim at accelerating knowledge production along well-established trajectories, or it may aim at giving new direction to the production and use of knowledge. It may be focused exclusively on economic growth, or it may give attention to impact on social inclusion and the natural environment. An emerging topic is to what extent national perspectives continue to be relevant in a globalizing learning economy facing multiple global complex challenges, including the issue of climate change. Scholars point to a movement toward transformative innovation policy and global knowledge sharing as a response to current challenges.
Rose L. Siuta and Mindy E. Bergman
Business and management conceptualizations of sexual harassment have been informed by both legal and psychological definitions. From the psychological perspective, sexual harassment behaviors include harassment based on one’s gender, enacting unwanted sexual attention, and sexual coercion. The most recent psychological theories of sexual harassment acknowledge that it is a gendered experience motivated by the societal stratification of gender and not by sexual gratification.
Harassing behaviors negatively impact individual well-being. Well-documented workplace effects of sexual harassment include reduced job satisfaction, organizational commitment, and productivity, and increased job stress, turnover, withdrawal, and conflict. Sexual harassment negatively affects target’s psychological and physical well-being, including increases in post-traumatic stress disorder (PTSD), depression, and anxiety symptoms, emotional exhaustion, headaches, sleep problems, gastric distress, and upper respiratory problems. All of these individual-level effects can result in financial decrements for the target and the organization.
Both individual and organizational factors predict sexual harassment. Women are more likely to experience sexual harassment, as well as minoritized persons, with women who embody more than one minority identity being the most likely to experience sexual harassment. This finding supports the interpretation of sexual harassment as motivated by reinforcing societal power hierarchies. Other individual factors such as sexual orientation, age, education level, and marital status are also related to experiencing sexual harassment. At the organizational level, organizational climate, job-gender context, and relative power between the harasser and the target predict sexual harassment. Organizational climates that are more tolerant of sexual harassment produce more sexual harassment. In addition, as masculinity of a work context increases, so does sexual harassment for women. Lastly, those with lower organizational power are more likely to experience sexual harassment, particularly by people with higher levels of power; however, contrapower harassment (harassment of individuals with higher organizational power by those with lower organizational power) can also occur.
Reporting harassment to organizational authorities has been theorized to lead to positive outcomes, but reporting rates are low. This may reflect findings that procedures for reporting are often unclear and that reporting often leads to worse outcomes for targets of harassment than their non-reporting peers.
The two most common approaches to measuring sexual harassment are direct query (explicitly ask about sexual harassment) or behavior experiences (ask respondents about how many sexually harassing behaviors they have experienced). A few considerations for the methodology used in these studies include inconsistency in conceptual or operational definitions of sexual harassment, the framing of a study, the retrospective nature of research asking about past experiences, and the sampling methodology used. A number of gaps remain in the documentation and understanding of sexual harassment phenomena, which intersect with some research practices and challenges. These include (a) the need to take into account factors other than incidence rates, such as perceived severity of experiences; (b) further examination of how multiple minority statuses and intersectional oppression affect harassment; (c) the importance of conducting research on harassment perpetrators; and (d) the examination of culturally informed topics related to sexual harassment, particularly outside Western countries.