143 research outputs found
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The Relationship Between Job Satisfaction and Organizational Commitment: A Small Business Perspective
Full text linkThis study examined the relationship between perceived job satisfaction and organizational commitment in small business employees. Although extensively researched in large corporations, the relationship between these two variables remains unclear, especially in small businesses. The fastest growing segment in the U.S., small businesses are characterized by non-standard work models, limited human resource management, and vulnerability to productivity loss from turnover. However, small businesses also offer unique opportunities for employees in terms of creativity, growth, flexibility, autonomy, and involvement in decision making. Data collected through surveys from 101 small business employees representing various industries in the Lynchburg area of Virginia were analyzed using a correlational statistical approach. The results showed moderately strong relationships between job satisfaction and organizational commitment as well as between these two variables and five different subscales. Interpretations of the findings are offered, recommendations for further research provided, and practical applications for small business owners and managers proposed
The Rating Dilemma of Academic Management Journals: Attuning the Perceptions of Peer Rating
Full text linkThe adoption of journal lists as proxies to scholarship quality has sparked an ongoing debate among academics over what is meant by quality, how it is perceived by the reviewers, and the thresholds for the rating, inclusion, or exclusion of journals from these lists. Given the insufficient transparencies in the processes of journal quality evaluation when composing such lists, this research explores the use of the revealed preference approach to attune the ratings in both the Australian Business Deans Council Journal Quality List and Academic Journal Guide, and approximate the rating of management journals if they were to be considered for inclusion in either of the two aforementioned lists
Connecting Governance to CEO Replacement and Organizational Recovery
Full text linkSTRUCTURED ABSTRACTManuscript Type: Conceptual/TheoreticalResearch Question/Issue: Why do CEOs overstay and, in some cases, long overstay their welcomes? Social Network Theory may offer some explanation for delays in dismissing CEOs that, in the eyes of shareholders, should have been long gone. Social Network Theory also suggests that delaying the dismissal of a CEO will in turn delay firm performance recovery. Social Network Theory is reviewed in the context of board monitoring and its effects on CEO dismissal and subsequent recovery. It is ultimately suggested that certain board attributes will have an indirect effect on recovery time, as mediated by CEO dismissal time. A model and propositions are laid out and potential next steps are outlined for pursuing this line of inquiry.Research Insights: Based on the literature review, it seems likely that board composition will have an indirect effect on how long it takes for organizations to recover from poor performance, after replacing an underperforming CEO.Theoretical Implications: This paper makes important contributions to the corporate governance literature. First and foremost, it extends the research agenda on board composition, CEO turnover, and performance, to include the element of time. More specifically, it suggests that certain characteristics of corporate boards are more likely to inhibit the types of governance necessary to remove underperforming CEOs, and this in turn will impact the time it takes for organizational performance to recover. The paper also deepens the application of Social Network Theory to the study of corporate governance, addressing several elements of social networks that are found in non-independent boards and with “overboarded” directors. Practitioner Implications: Risks of poor performance due to inadequate governance are far reaching, and shareholders and D&O (Directors and Officers) liability insurers are particularly vulnerable. Even with new management in place, shareholders might lose faith in the board if important strategic actions were delayed and especially if they negatively impact their investments. The anticipated effects of recovery can also discourage future investment in the company. Vigilant boards, composed of independent directors with optimal bandwidth, would be more likely than dense and embedded boards to replace the CEO when it is warranted. It would therefore behoove shareholders to participate in the election of directors, rather than turning that privilege over to the very board that took too long to replace the CEO due to its strong network structure.
Testing Alternative Theories of Capital Structure in the US Electric Industry
Full text linkCapital structure choices are somewhat mysterious. This mystery has prompted many different stories concerning a firm’s choice of leverage. The traditional trade-off theory holds that firms balance the tax advantages of debt with the costs of financial distress to minimize overall financing costs. More sophisticated theories, such as the pecking-order theory and managerial prerogative theories, incorporate notions of asymmetric information between shareholders and managers and predict that leverage choice is used to address the asymmetry of information. Electric utilities, however, operate in a different business environment than do unregulated firms. Financial decisions are scrutinized publicly before a regulatory body which generally has the authority over the firm’s prices. Moreover, public utilities are charged with providing service at the lowest possible cost. This paper explores two alternative theories of capital structure: the trade-off theory and the pecking order theory. Following Shyam-Sunder and Myers (1999), we use data from FERC Form 1 to evaluate different theories of capital structure for the period 1988 through 2014 in the electric industry. We find that the POT tests do not characterize the electric industry through we do find that the TOT tests appear to provide some explanatory power.
Betweenness Centrality and Supplier Performance: The Missing Link?
Full text linkAlthough researchers have paid increasing attention to network centrality in the literature of supply chain management, little is known about the role of betweenness centrality in enhancing supplier performance. This study reviews prior research that conceptualizes betweenness centrality. We take the social network perspective and investigate whether betweenness centrality can be a source of external information and competitive advantage. This study contributes to the literature of social network and supply chain management by synthesizing conceptual views of betweenness centrality and highlighting the way in which betweenness centrality can play a role as a knowledge broker between isolated firms
Making it Easier for Companies to be Socially Responsible: Corporate Certifications and Other Incentives
No full textIn our global business environment, short term profit focus, stock price fluctuations, global competition and disruptive technological change tempt leadership toward disregarding corporate social responsibility and in many cases behaving unethically. There are at least four positive incentives underway that encourage achieving social good and more ethical governance. All four introduce a duality of purpose for achieving both business profit goals and social issue objectives: 1. becoming a Certified B company 2. Starting or changing to a Benefit corporation 3. Operating as a L3C organization and 4. Following the United Nation’s Global Compact. This article examines the foundations for each type of influence. These incentives are gaining traction as businesses focus more on corporate social responsibility
