Management heterogeneity, competitive interaction groups, and firm performance

Pegels, C. Carl; Song, Yong I.; Yang, Baik

doi:10.1002/1097-0266(200009)21:9<911::aid-smj124>3.0.co;2-9

Cited by 127 publications

(98 citation statements)

References 45 publications

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“…The important role of TMTs in firms' innovation has been extensively recognized (Boeker, 1997;Kilduff, Angelmar, & Mehra, 2000;Pegels, Song, & Yang, 2000;Weinzimmer, 1997). TMTs are valuable for helping organizations overcome obstacles and innovate effectively (Chen, Tjosvold, & Liu, 2006).…”

Section: Influence Of Firms' Internal Organizational Factorsmentioning

confidence: 99%

Technological innovation of firms in China: Past, present, and future

et al. 2010

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What do we know about technological innovation of firms in China? What are the directions for future research on this topic? This paper summarizes and discusses some of the newest literature on technological innovation of firms in China in the following three ways: (1) the influence of firms' external factors, (2) the influence of firms' internal factors, and (3) interfirm cooperation factors. Based on the analysis of these articles, we propose a framework which highlights these influencing factors, decision-making and implementation of technological innovation and innovation performance, in the context of China's emerging economy. This framework sheds lights on future innovation research.

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Section: Influence Of Firms' Internal Organizational Factorsmentioning

confidence: 99%

Technological innovation of firms in China: Past, present, and future

et al. 2010

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“…In addition to ownership concentration, the company's performance can be influenced the decisions of the managers/directors and the way they use company resources to maximize personal wealth at the expense of business results (Oswald & Jahera, 1991, Pegels, Song, &Yong, 2000. According to Jensen and Meckling (1976), the natural tendency of managers/directors is to affect the company's resources for their own interests, which may lead to conflicts with other stakeholders.…”

Section: Insider Ownership and Performancementioning

confidence: 99%

Are There Non-linear Relationships between Ownership Structure and Operational Performance? Empirical Evidence from Portuguese SMEs Using Dynamic Panel Data

Pinto¹,

Augusto

2014

IJBA

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This paper analyzes the causal relationship between the ownership concentration, insider ownership and operational performance using a sample of 4.163 Portuguese SMEs and panel data models. The main results show an endogenous and dynamic relationship between those variables. The quadratic specification established between ownership concentration and operational profitability suggests that for low levels of control rights the expropriation hypothesis prevails and for high levels the supervision hypothesis prevails. It was also possible to validate the effect of entrenchment and convergence of interests in the relationship established between the insider ownership and performance.

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“…The ease of observation, measurement, and parsimony of organizational demography make it a reliable, promising, and powerful structural approach to understanding organizational behavior (Pfeffer, 1983). Even though organizational demographers tend to focus primarily on consequences of demographic heterogeneity like age, race, ethnicity, education, and tenure in groups, organizational demography has been used to predict a wide range of organizational outcomes (Sorensen, 2000).Outcomes such as social integration (K. G. Smith et al, 1994), strategic behavior (Hambrick, Cho, & Chen, 1996), employee turnover (Sorensen, 2000), and firm performance (Pegels, Song, & Yang, 2000) have been predicted using organizational demography.Attributes of organizational demography as stated by Pfeffer (1983) included age, gender, ethnicity, race, tenure, job functions, and marital status of organizational members. A careful observation of what have been traditionally labeled as organizational demography, however, reveals that attributes such as age, gender, ethnicity, and marital status were simply social demography within organizations.…”

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confidence: 99%

Affirmative Action Support in an Organization

Oyinlade

2013

Sage Open

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Underpinned by the assumption that people would support affirmative action based on self-interests, and/or when they have high job security not to be threatened by the policy, this study investigated the likelihood that workers would differentially support affirmative action by their demographic attributes. Analyses of three demographic models-social, organizational, and combined(social plus organizational)-were used to determine predictors of support for affirmative action. Findings of the third (combined) model indicated that organizational tenure (an organizational demographic variable) and educational completion (a social demographic variable), respectively, were the two strongest predictors of support for affirmative action. This study suggested that factors of achievement, rather than race-ethnicity or gender, were the strongest predictors of support for affirmative action. This finding may be useful to personnel and human resources leaders in designing programs for employee acceptance of affirmative action programs.Keywords affirmative action support, social demography, organizational demography 2 SAGE Open construction contractors, the OFCCP, rather than the contractors, establishes goals and specifies AA good faith steps the contractors must take to increase the utilization of minorities and women in skilled trades in their organizations. These contractors are not required to develop any written AA programs of their own (OFCCP, 2002).The manifest function of AA is to encourage employers to be proactive in hiring and promoting protected classes of people (racial-ethnic minorities, White 1 women, people with disabilities, and the aged) who, collectively, are traditional victims of employment discrimination in American organizations (Kennedy, 1998;Pincus, 2003;Reskin, 1998). In addition to the manifest intent of the policy, one can also argue that AA has additional benefits of proactively preventing discrimination, and increasing organizational diversity to enhance creativity, innovation, and organizational success. To meet their various AA needs, organizations have developed various types of AA programs such as employment quota, an illegal practice, but, which in rare, exceptional, and limited situations had been ordered by the courts to be used temporarily to settle charges of egregious and persistent discrimination situations for which no other remedy was sufficient. For example, in the court case Local 28, Sheet Metal Workers V. EEOC, 478 U.S. 421, 1986, a court ordered a sheet metal union to hire non-Whites on a quota basis because the union had repeatedly defied court orders to stop discriminating against African Americans (Reskin, 1998). Other types of affirmative action practices used by organizations have included government contract set-asides (government programs that mandated that a small proportion of government contracts be set aside for minority contractors), race/ gender-plus policies (the consideration of race and gender, along with important meritocratic factors in hiring and prom...

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Management heterogeneity, competitive interaction groups, and firm performance

Cited by 127 publications

References 45 publications

Technological innovation of firms in China: Past, present, and future

Technological innovation of firms in China: Past, present, and future

Are There Non-linear Relationships between Ownership Structure and Operational Performance? Empirical Evidence from Portuguese SMEs Using Dynamic Panel Data

Affirmative Action Support in an Organization

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