Encouraging Entrepreneurship: Microfinance, Knowledge Support, and the Costs of Operating in Institutional Voids

Chakrabarty, Subrata; Bass, A. Erin

doi:10.1002/tie.21569

Cited by 44 publications

(31 citation statements)

References 57 publications

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“…First, although we investigated the role of cultural dimensions, these may not be the only meaningful moderators. The strength of social exchanges may also vary, for example, as a function of the extent to which countries' institutions have embraced modernity (e.g., Chakrabarty 2009;Chakrabarty and Bass 2013, 2014a, b, 2015Inglehart and Baker 2000;Parboteeah et al 2004). Furthermore, because cultural dimensions exert their influence in ''bundles'' rather than isolated from one another, their simultaneous influence needs to be assessed.…”

Section: Limitations and Future Researchmentioning

confidence: 98%

Organizational Support and Citizenship Behaviors: A Comparative Cross-Cultural Meta-Analysis

et al. 2015

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We integrate and extend the literatures on perceived organizational support (POS), organizational citizenship behavior (OCB), and comparative crosscultural management by examining whether the POS-OCB relationship is contingent on national culture. In social exchanges between the organization and its employees, employees are likely to act as good citizens in reciprocity to the support provided by their organization. At the same time, it is possible that national culture couches and hence modifies the strength of these exchanges. We use meta-analysis to test the hypotheses. To test national culture as moderator, we use country-level cultural dimensions from Hofstede. Results suggest that the POS-OCB relationship can vary across cultures. While perceived organizational support has a positive influence on citizenship, the influence is stronger in some cultural settings. Higher levels of collectivism, power distance, uncertainty avoidance, and femininity strengthen the POS-OCB relationship. Hence, the POS-OCB relationship is embedded within-and therefore moderated by-the cultural aspects of the larger society.

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Section: Limitations and Future Researchmentioning

confidence: 98%

Organizational Support and Citizenship Behaviors: A Comparative Cross-Cultural Meta-Analysis

et al. 2015

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“…This is measured as ratio of the foreign direct investment inflow to gross domestic product of the target country (Chakrabarty & Bass, 2013a;World Bank, 2011). Inflow of FDI is both an indication of, and a contributor to, better investment climates, and hence we control for the same.…”

Section: Foreign Direct Investmentmentioning

confidence: 99%

Resource security: Competition for global resources, strategic intent, and governments as owners

2014

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We develop a resource security theory by examining the intent of acquisitions of scarce resources by multinational firms. Results suggest that owners of firms can shape the intent of resource acquisitions. Specifically, state-owned enterprises (SOEs) tend to acquire and pay more for resources for exploration rather than exploitation. This is because SOEs' owners -governments -are most concerned with securing their country's future. We contribute to the literature by suggesting that ownership influences resource acquisitions, that resource security is of importance to multinational enterprises, and that SOEs invest abroad to safeguard both their own and their home countries' future.

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“…Given that the benefits of environmental programs can extend across organizational functions, we believe that there will be future research opportunities to integrate the organizational learning literature with the environmental management literature. There is substantial scope to extend recent research on how organizational factors play a role in the transfer of knowledge across organizational functions (Chakrabarty, in press; Chakrabarty & Bass, 2013a, 2013b).…”

Section: Discussionmentioning

confidence: 54%

Climate Change Mitigation and Internationalization: The Competitiveness of Multinational Corporations

Chakrabarty

Wang

2013

Thunderbird Intl Bus Rev

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In recent years, the debate about climate change and the competitiveness of multinational corporations (MNCs) has increased. Decision makers in MNCs often face ambiguities on how their business competitiveness could be impacted by their actions to mitigate climate change. By combining knowledge from the field of climatology with the management literature, this study suggests that climate change mitigation can enhance an MNC's competitiveness. We test the hypotheses using longitudinal panel data on US MNCs from 2001 to 2009. We find that MNCs that implement climate change mitigation are likely to see significant increase in sales effectiveness and product leadership but no significant increase in return on equity. Further, the positive influence of mitigation on sales effectiveness and product leadership is found to be more strongly positive when the MNC's internationalization is high. Hence, mitigation efforts positively impact at least two dimensions of competitiveness Ñ sales effectiveness and product leadership, particularly when internationalization is high. © 2013 Wiley Periodicals, Inc.

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Encouraging Entrepreneurship: Microfinance, Knowledge Support, and the Costs of Operating in Institutional Voids

Cited by 44 publications

References 57 publications

Organizational Support and Citizenship Behaviors: A Comparative Cross-Cultural Meta-Analysis

Organizational Support and Citizenship Behaviors: A Comparative Cross-Cultural Meta-Analysis

Resource security: Competition for global resources, strategic intent, and governments as owners

Climate Change Mitigation and Internationalization: The Competitiveness of Multinational Corporations

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