Foreign firm operations and skills development of local employees in violence-hit countries

Gölgeci, İsmail; Arslan, Ahmad; Khan, Zaheer; Kontkanen, Minnie

doi:10.1016/j.techfore.2020.120376

Cited by 11 publications

(23 citation statements)

References 64 publications

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“…Perälä explains, “ The aim was to establish jobs in Bangladesh in order to prevent local brain drain abroad .” Since his first firm, all his start‐up firms have had a strong social value creation initiative, employing over 200 local people in Uganda, Vietnam, and Bangladesh. Hence, this specific entrepreneur has been involved in social value creation in multiple forms stressed by prior studies (e.g., Gölgeci et al, 2021; Porter & Kramer, 2011; Sinkovics et al, 2014).…”

Section: Background Of the Case Organization And Serial Social Entrepmentioning

confidence: 89%

“…However, a key element of social value creation was explicit visibility of this aspect in organizational goals and strategies (e.g., Leposky, Arslan, & Dikova, 2019). A relevant aspect of social value creation is that it has been mostly linked to knowledge acquisition (Sinkovics, Sinkovics, & Yamin, 2014) and skills development (Gölgeci et al, 2021) by prior scholars.…”

Section: Contextual Overviewmentioning

confidence: 99%

“…Social value creation or value co‐creation (as some scholars refer to it) incorporates all the organizational activities, which ensure fulfilling certain social and societal objectives alongside the business activity (e.g., Kroeger & Weber, 2014). Prior research has offered significant evidence on a different kind of social value creation activities of organizations, including reducing health disparities, female empowerment, contribution towards nutrition and overcoming hunger, skills enhancement and basic infrastructure (energy or sanitation) development activities (e.g., Bento, Jacquinet, & Albuquerque, 2019; Datta & Gailey, 2012; Dembek, York, & Singh, 2018; Goh, Gao, & Agarwal, 2016; Gölgeci, Arslan, Khan, & Kontkanen, 2021). Out of all these social value‐creating activities, skills development and enhancement are perhaps the most important ones as they are related to human capital development in society (Gölgeci et al, 2021; Lenihan, McGuirk, & Murphy, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…Prior research has offered significant evidence on a different kind of social value creation activities of organizations, including reducing health disparities, female empowerment, contribution towards nutrition and overcoming hunger, skills enhancement and basic infrastructure (energy or sanitation) development activities (e.g., Bento, Jacquinet, & Albuquerque, 2019; Datta & Gailey, 2012; Dembek, York, & Singh, 2018; Goh, Gao, & Agarwal, 2016; Gölgeci, Arslan, Khan, & Kontkanen, 2021). Out of all these social value‐creating activities, skills development and enhancement are perhaps the most important ones as they are related to human capital development in society (Gölgeci et al, 2021; Lenihan, McGuirk, & Murphy, 2019). Furthermore, increasingly there is a recognition in extant literature that traditional education (whether primary or tertiary) is not fully able to inculcate 21st‐century working environment and associated societal (soft) skills in the students (e.g., Teng, Ma, Pahlevansharif, & Turner, 2019; Tsirkas, Chytiri, & Bouranta, 2020).…”

Section: Introductionmentioning

confidence: 99%

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Prosocial skills development in children and social value creation during COVID‐19

2021

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Development of prosocial skills in children in their middle childhood and the role of computer games is analyzed in our case study based on an entrepreneurial venture (School of Gaming, Oulu). This venture was launched almost at the same time as the COVID‐19 pandemic hit the globe. It has operated successfully during COVID‐19, not only in Finland but also has expanded to Indonesia in this limited time period. It created social value by offering the children a possibility to be with their friends during the lockdown as well as develop skills like empathy, sharing, and trust. The case study further revealed that affordable pricing, the use of professional gaming instructors and adaptation played an important role in organizational success during this tough time period.

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Section: Background Of the Case Organization And Serial Social Entrepmentioning

confidence: 89%

Section: Contextual Overviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Prosocial skills development in children and social value creation during COVID‐19

2021

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“…Volatility due to violence, armed conflicts or civil wars is, unfortunately, a visible reality of the current times, which has implications for management strategies of both for-profit and non-profit organisations (Ruggiero, 2019; Golgeci et al , 2021). As a result, several scholarly studies in recent years have tried to address different dynamics associated with organisational management in volatile contexts (Dai et al , 2017; Golgeci et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

Civil society organisations’ management dynamics and social value creation in the post-conflict volatile contexts pre and during COVID-19

Arslan

Kamara

Gölgeci

et al. 2021

IJOA

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Purpose The current paper aims to address the management dynamics of civil society organisations (CSOs) in volatile contexts. Along with analysing CSOs’ management dynamics at a general level, it also offers specific insights into their management strategies in response to COVID-19 pandemic. Design/methodology/approach This study uses a qualitative research design, where in-depth case studies are undertaken with four CSOs operating in post-conflict volatile Sub-Saharan African economies of Liberia and Sierra Leone. Findings Findings revealed that multiple stakeholder management plays an important role in social value creation by CSOs. The findings further state that, in volatile contexts, CSOs appear to have more legitimacy than state functionaries due to their capabilities in dealing with political pressures and conflict sensitivities. The findings also revealed that case CSOs operating in Liberia and Sierra Leone were quick to respond to the COVID-19 pandemic by adjusting their working routines accordingly by switching to online working where possible and repurposing their management strategies. This repurposing of management strategies focussed on minimising economic disruptions caused by COVID-19 and continuing to create social value by helping youth and farmers particularly. Originality/value This paper contributes to the extant literature by being one of the first studies, highlighting the specificities of CSO management in volatile (especially Sub-Saharan African post-conflict) contexts and contributes to the literature streams on multiple stakeholder management and social value creation. To the best of the authors’ knowledge, the current paper is also one the first study to address the management strategies of case CSOs in response to the ongoing Covid-19 pandemic in Liberia and Sierra Leone.

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Marketing agility in underdog entrepreneurship: A qualitative assessment in post-conflict Sub-Saharan African context

Arslan,

Kamara,

Tian

et al. 2024

Journal of Business Research

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Foreign firm operations and skills development of local employees in violence-hit countries

Cited by 11 publications

References 64 publications

Prosocial skills development in children and social value creation during COVID‐19

Prosocial skills development in children and social value creation during COVID‐19

Civil society organisations’ management dynamics and social value creation in the post-conflict volatile contexts pre and during COVID-19

Marketing agility in underdog entrepreneurship: A qualitative assessment in post-conflict Sub-Saharan African context

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