The Directional Nature of Organizational Relationships and Their Effect on Individual Performance and Turnover

Quttainah, Majdi Anwar; Said, Dina Sabry

doi:10.1177/2319714520972212

Cited by 9 publications

(7 citation statements)

References 72 publications

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“…Scholars differ in their opinions on how dynamic capabilities help organizations to become sustainable (Peteraf, 1993; Quttainah, & Said, 2021; Rana, 2021). Organizations do not want to alter their existing practices abruptly when the market environment changes; they try to address the situation with their existing resources while planning future business practices to achieve sustainable business growth (Ludwig & Pemberton, 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Dynamic Capability on Business Sustainability of Organizations

Chatterjee

Chaudhuri

Vrontis

et al. 2022

FIIB Business Review

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A firm’s dynamic capability is its ability to sense, seize and reconfigure its internal competencies to address any external changes to the business environment. Social customer relationship management (SCRM) is an organization’s marketing capability to use social media services and technologies to connect more closely with their customers and meet customers’ needs. Few studies have examined the influence of organization’s dynamic capability on its business sustainability. There is also no study which investigated the moderating role of SCRM on the relationship between an organization’s dynamic capability and its business sustainability, although there is a growing interest among researchers, academicians and practitioners to understand this relationship. Therefore, the aim of this study is to examine the impact of dynamic capability on an organization’s business sustainability, with SCRM as the moderator. With the help of dynamic capability view theory and the literature, a model has been developed conceptually. Later, the model is validated with the structural equation modelling technique by considering 302 respondents from different types of Indian organizations. The study finds that an organization’s dynamic capability has considerable impact on business sustainability. Also, the study confirms that SCRM has a significant moderating role in the relationship between organizations’ dynamic capability and business sustainability.

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Section: Literature Reviewmentioning

confidence: 99%

The Impact of Dynamic Capability on Business Sustainability of Organizations

Chatterjee

Chaudhuri

Vrontis

et al. 2022

FIIB Business Review

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“…Therefore, the BOD has been suggested as a wellknown internal governance system to improve the firm performance (Mishra and Kapil, 2018). The BOD ensures that shareholders' and managers' interests are closely aligned and also help in disciplining or removing effective management teams (Quttainah and Said, 2021;Tan et al, 2019). However, following a succession of worldwide scams such as Enron and WorldCom and other financial crises, the board's efficiency in controlling the managers and reducing earning management (Al-Absy et al, 2019) has been heavily scrutinised (e.g.…”

Section: Introductionmentioning

confidence: 99%

“…Therefore, the BOD has been suggested as a well-known internal governance system to improve the firm performance (Mishra and Kapil, 2018). The BOD ensures that shareholders' and managers' interests are closely aligned and also help in disciplining or removing effective management teams (Quttainah and Said, 2021; Tan et al. , 2019).…”

Section: Introductionmentioning

confidence: 99%

Board composition and firm performance: empirical evidence from Indian companies

Goel

Dhiman

Rana

et al. 2022

APJBA

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PurposeThis study aims to know whether board composition is effective in improving firm performance and particularly to determine whether this relationship varies across different levels of performance, that is, companies with very low performance, low performance, moderate performance, high performance and very high performance.Design/methodology/approachThe authors use a data set covering 213 Indian companies registered on S&P Bombay Stock Exchange 500 Index over the period 2001 to 2019 by using Tobin's Q as a performance parameter. The study applies the quantile regression technique and compares the results with fixed effect generalized least squares (GLS) regression.FindingsThe findings reveal that board size positively affects the company's performance across all quantiles. Independent directors negatively impact the performance of companies across all quantiles. However, the strength of these relationships increases with increase in performance, thereby supporting agency theory and stewardship theory, respectively. The effect of executive directors on the performance of the companies varies across quantiles. The effect is adverse at moderate and high quantiles only.Practical implicationsThe findings provide some grounds for regulators to exercise caution while designing board composition guidelines, keeping in mind the unique internal environment of each company which ultimately affects their performance levels. Similarly, Indian companies are also suggested to compose their boards keeping in mind their performance levels.Originality/valueThe study contributes towards the debate on the board composition and firm performance relationship by adding to the agency theory and stewardship theory that all the companies cannot have the similar board composition. Rather its composition depends upon the performance levels of the companies.

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“…Fourth, in an interactive expatriation environment, if expatriates can build and retain relationships with insiders and outsiders, they can tap into the social capital contained in those networks (Bayraktar, 2019). When expatriates have high social relationships, they will be good in LMX, making them easier to adjust (Quttainah & Said, 2021). POS is another essential factor in expatriate adjustment and performance.…”

Section: Discussionmentioning

confidence: 99%

The Effects of Expatriate’s Personality and Cross-cultural Competence on Social Capital, Cross-cultural Adjustment, and Performance: The Context of Foreign-Owned Multinational Firms

Qomariyah

Nguyen

et al. 2022

Sage Open

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Expatriation is still a challenging task, although the determinants of expatriate adjustment and performance have been evaluated extensively. This study aimed to empirically investigate the influence of the expatriates’ personality and cross-cultural competence on social capital, cross-cultural adjustment, and performance with expatriates from foreign-owned multination firms in Taiwan. This study integrated three perspectives to explain expatriate success and failure. The first perspective involves expatriate-related factors, including the Big Five personality traits, and the emotional intelligence (otherwise known as emotional quotient or EQ) of expatriates. The second perspective is cross-cultural competence factors, including cultural intelligence, cultural adaptability, and cultural empathy. The third perspective is the social capital of expatriates, which includes leader-member exchange (LMX), perceived organizational support (POS). Furthermore, this study incorporated these perspectives into antecedents and identified their individual and combined effects on expatriates’ cross-cultural adjustment and performance. The findings of this study may be helpful for human resource managers in managing their expatriates. The findings may also help academicians in exploring expatriate management.

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The Directional Nature of Organizational Relationships and Their Effect on Individual Performance and Turnover

Cited by 9 publications

References 72 publications

The Impact of Dynamic Capability on Business Sustainability of Organizations

The Impact of Dynamic Capability on Business Sustainability of Organizations

Board composition and firm performance: empirical evidence from Indian companies

The Effects of Expatriate’s Personality and Cross-cultural Competence on Social Capital, Cross-cultural Adjustment, and Performance: The Context of Foreign-Owned Multinational Firms

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