Growing and aging of entrepreneurial firms

Abstract

Purpose The purpose of this paper is to explore whether job rotation strategies and joint reward systems are equally effective in encouraging cross-functional collaboration (CFC) under all organizational contexts, ranging from young and small firms to mature and large ones. Design/methodology/approach To ensure a wide applicability of findings in this study, the research model and hypotheses were tested with a sample of 232 Canadian firms active in a variety of industrial sectors. A survey instrument that comprised all the questionnaire items corresponding to the examined constructs is the foundation of the data used in this contribution. Findings This study shows that job rotation and joint rewards are strong and positive drivers of interdepartmental collaboration, which subsequently enhance firm performance. However, this illustration must be considered in the context of the firm shaped by its size and age because these two variables strongly and negatively moderate the relationships between CFC and its two antecedents. Research limitations/implications The study was limited to Canadian firms only. The manufacturing sector was not differentiated into subsectors, such as technology. Future studies could compare subsectors of manufacturing to see if there is any correlation between types of industries, age, and size. Originality/value Not all firms will be able to take advantage of the widely accepted values of job rotation and joint reward systems in generating CFC. Firms, to an extent, appear to be confronted with the liability of aging but not with the liability of smallness.

The Effect of Job Rotation in a Fixed Wage Setting Model

“…Job rotation gives the organization with additional flexibility to allocate work based on the varied talents acquired. Finally, workers are able to do a variety of activities and provide employment flexibility and cross-departmental collaboration for the benefit of the company’s performance (Thongpapanl et al, 2018; Wright & Snell, 1998).…”

Research on the training path of innovative and entrepreneurial talents in colleges and universities based on the theory of innovation ecology

“…The reason why university think tanks have a relatively high efficiency of knowledge innovation is that they have the advantages of a complete theoretical https://doi.org/10.17993/3ctic.2023.122.278-298 system, rich experience, and sufficient talents, and have established a data-based research methodology system. The procedure specification is studied, and the conclusion is strong neutrality and less subjective color [18]. Second, university think tanks take the establishment of an open and collaborative think tank brand and organizational culture as the basic principles of institutional setup, so they mostly adopt a flat organizational structure and a goal-driven organizational strategy, weaken the color of administrative management, and focus on projects rather than departments.…”

Knowledge management in the environment of cross-functional team coopetition: A systematic literature review

“…Group identity, development, and error management culture correlate positively with cross-functional coopetition (Knein et al, 2020). Lastly, job rotation and joint rewards are also significant drivers to increase performance within a coopetitive environment, with smaller companies benefiting more, as their human resources are limited and thereby rely on the individual know-how of each team member (Thongpapanl et al, 2018).…”