Early employment expansion and long-run survival

Gjerløv-Juel, Pernille; Guenther, Christina

doi:10.1016/j.jbusvent.2018.05.005

Cited by 33 publications

(11 citation statements)

References 64 publications

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“…It is a weak relationship between working conditions and lower employee turnover. These results, according to Gjerløv-Juel et al [20], show early employment expansion and long-term survival that can be used to monitor the employee turnover factor. Leadership has significance in relation with lower employee turnover where Hypothesis 5 was supported (the value is β = 0.541, p < 0.001).…”

Section: Hypotheses Testingmentioning

confidence: 68%

“…The employees in the mining industry prefer convenient, safe and healthy working conditions, with opportunities for training and career development. The study investigates early employment growth and its relationship to firm survival while pointing out that early employment expansion can achieve less employee turnover [20]. IIED and WBCSD [13] defined the above listed conditions can in turn, improve motivation and productivity, lower labor absenteeism or turnover and result in fewer union disputes.…”

Section: Employee Turnovermentioning

confidence: 99%

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Perspective on the Influence of Leadership on Job Satisfaction and Lower Employee Turnover in the Mineral Industry

Chen

2020

Sustainability

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A lower employee turnover rate depends on job satisfaction, working conditions, organizational commitment, and leadership factors. Unfortunately, the employee turnover rate is still higher in the mineral industry than in other industries in China. Although there are many research papers on employee turnover, there is little research investigating leadership factors and their influence on employee turnover. This research paper aims to explore the influence of leadership on job satisfaction and its effect on employee turnover in the mining industry. This paper evaluates those factors through the structural equation model (SEM), including a confirmatory factor analysis (CFA) and a path analysis of the model to test the hypotheses. The results of a survey with 368 respondents indicated that the influence of good leadership had positive effects on both job satisfaction and employee turnover, while fair working conditions had positive mediation effects on both leadership and job satisfaction. Organizational commitment had strong effects on employee turnover (estimate values β = 0.572, p < 0.001). However, organizational commitment was not a qualified mediator with both leadership and employee turnover (β = 0.312, p < 0.001). Consequently, the working conditions variable in the work environment was an important independent variable and also one of the key factors for job satisfaction. The higher estimate value (β = 0.541, p < 0.001) of leadership to employee turnover means that it indicated good leadership was a key factor in lowering employee turnover. The results of this study will offer the mining industry a future reference for sustainability and for the field of academic research in the future.

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Section: Hypotheses Testingmentioning

confidence: 68%

Section: Employee Turnovermentioning

confidence: 99%

Perspective on the Influence of Leadership on Job Satisfaction and Lower Employee Turnover in the Mineral Industry

Chen

2020

Sustainability

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“…First, the data is selected only from the Airbnb platform, and further study needs to expand more data source platforms in some countries with different cultural backgrounds or development levels. Second, only the expansion of the number of houses is used as the proxy for host expansion in this study, whereas firm expansion is a multi-dimensional concept that includes geographic expansion (Chung et al , 2007), employment expansion (Gjerløv-Juel and Guenther, 2019) and transnational expansion (Go et al , 1990). These aspects should be considered in further research to explain how hosts’ intangible resources contribute to other expansions growth for a digital entrepreneurial.…”

Section: Discussionmentioning

confidence: 99%

More popular, more listings? Effects of popularity on Airbnb host expansion

Tang

Lyu

2023

IJCHM

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Purpose Sharing accommodation has lowered the threshold for digital entrepreneurship in the accommodation industry, prompting entrepreneurs to join this industry. However, digital micro-entrepreneurs have been ignored by previous studies. To bridge the gap, this study aims to explore the impact of reputational asset (host popularity) and host’s human capital (entrepreneurial entry speed and managerial seniority) on host expansion grounded on the resource-based theory. Design/methodology/approach This study obtained crawler data by python from Airbnb.com, locking the time range to the past five years from 2013 to 2018 in Beijing of China. This study finally has 348 hosts’ balanced panel data to estimate the ordinary least squares regression model with fixed-year effect. Findings Results demonstrate that host popularity has a significant positive effect on host expansion. Furthermore, entrepreneurial entry speed strengthens the positive effect of host popularity on host expansion, whereas managerial seniority weakens the positive effect. The three-way interaction analysis reveals that the positive impact of host popularity on host expansion is strongest when managerial seniority is smaller and entrepreneurial entry speed is faster. Research limitations/implications The research has important implications to how the platforms interfere with the implementation of host expansion strategy and adds valuable insights to understand the transformation process of host expansion from nonprofessional to professional. Originality/value The research has expanded the literature related to the micro-entrepreneurship of the sharing economy and verified the application of resource-based theory under sharing economy.

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“…Acquiring human capital resources is crucial for most firms because new hires determine an organization's future survival and success (Hitt et al, 2011; Mackey, 2008; Ployhart et al, 2014). For young firms, the ability to recruit talent is especially important because initial hires have a major influence on new venture's growth and performance (Agarwal et al, 2016; Gjerløv‐Juel & Guenther, 2019), and ability to transition beyond the startup stage (DeSantola & Gulati, 2017; Ganco et al, 2019; Phillips & Gully, 2015; Picken, 2017; Stewart & Hoell, 2016). Yet, mobilizing human capital resources can also be challenging for many founders.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Human resource redeployability and entrepreneurial hiring strategy

Hietaniemi,

Santamaria,

Kacperczyk

et al. 2023

Strategic Management Journal

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Research SummaryThe timing of talent acquisition is a central decision for new ventures. On one hand, hiring after demand is proven minimizes losses. On the other hand, hiring before demand is proven allows new ventures to start developing unique capabilities. We resolve this tension by proposing that the timing depends on human resource redeployability. We test our theory with the population of Finnish ventures showing that portfolio entrepreneurs hire more employees early on because of higher redeployment potential and that they hire employees with more transferable skills in order to benefit from the redeployment option. To probe our mechanisms, we examine how talent acquisition strategies in portfolio and standalone ventures vary with external conditions that reduce or amplify the benefits of redeployment.Managerial SummaryThis paper explores when startups begin scaling their team. Our findings suggest that the potential to redeploy employees (to another startup, for example) motivates entrepreneurs to scale earlier. At the same time, we find that the entrepreneurs who scale earlier due to redeployment potential tend to hire employees with skills that can be transferred more easily. We further show that our results are affected by the level of rigidity in the labor market. When labor markets become more flexible, the impact of easy redeployment on an entrepreneur's hiring strategy becomes less important. Our findings provide important insights into how the external environment and policy changes can affect the trajectory of startups even at their earliest stages.

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Early employment expansion and long-run survival

Cited by 33 publications

References 64 publications

Perspective on the Influence of Leadership on Job Satisfaction and Lower Employee Turnover in the Mineral Industry

Perspective on the Influence of Leadership on Job Satisfaction and Lower Employee Turnover in the Mineral Industry

More popular, more listings? Effects of popularity on Airbnb host expansion

Human resource redeployability and entrepreneurial hiring strategy

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