When it rains, it pours: A triple-pathway model of collective turnover based on causal mapping analysis

Wang, Song; Dong, Bowen; Steven, X.; Dou, Junsheng

doi:10.1007/s10490-017-9504-5

Cited by 14 publications

(11 citation statements)

References 80 publications

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“…In addition, it is emphasized that most research on the subject has been carried out in developed countries or emerging Asian ones (e.g. Acs and Terjesen, 2013;Cantù, 2017;Franco and Haase, 2009;Guerini and Rossi-Lamastra, 2014;Hayter, 2013;Honig et al, 2006;Ioannou, 2014;Korosteleva and Belitski, 2017;Lööf, 2009;Rodeiro-Pazos et al, 2017;Shu et al, 2014;Wang and Shapira, 2012;Wang et al, 2017). Therefore, this study showed particularities of the Brazilian market that can subsequently be observed in other emerging markets.…”

Section: Conclusion and Contributionsmentioning

confidence: 63%

Cooperation as a vehicle for innovation: a study of the effects of firm size and industry type

Cristo-Andrade

Franco

2019

EJIM

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Purpose Based on firms’ need to remain competitive and dynamic in a scenario of constant change, the purpose of this paper is to compare the actors involved in cooperation for innovation between Brazilian small- and medium-sized enterprises (SMEs) and large firms (LFs), and also in two industries/sectors, manufacturing and services. Design/methodology/approach To achieve this objective, the database chosen was PINTEC, with data available from 1998 to 2014. The statistical analyses performed were binary logistic regression, descriptive statistics of the variables, correlation matrix and the difference of means. Findings The empirical evidence show that the firm’s characteristics (SME or LF) favour the use of one type of cooperation for innovation or another, highlighting SMEs’ proximity to their clients and LFs’ structures, tending to belong to business groups and having links to training centres and technical assistance networks. Research limitations/implications The theoretical contribution of this study lies in the evidence that types of cooperation for innovation can vary according to firm size and the type of industry/sector, and the practical contribution lies in pointing out the importance of clients for SMEs, and for LFs the importance of business groups, technical assistance and professional training centres. The importance of suppliers in cooperation for innovation stands out in the service sector, and that of clients in the manufacturing sector. Originality/value This study shows that the types of cooperation to innovation can vary according to firm size and type of sector, in an emerging market and with low rates of innovation. It is emphasized that most research on the subject has been carried out in developed countries or emerging Asian ones. Therefore, this study is innovative because it shows particularities of the Brazilian market that can subsequently be observed in other emerging markets.

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Section: Conclusion and Contributionsmentioning

confidence: 63%

Cooperation as a vehicle for innovation: a study of the effects of firm size and industry type

Cristo-Andrade

Franco

2019

EJIM

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“…There also is a small but growing number of qualitative studies on the phenomenon of entrepreneurial passion. Although these studies have not quantitatively measured entrepreneurial passion, they have typically drawn upon Cardon et al’s (2009, p. 517) definition of entrepreneurial passion as “intense positive feelings experienced by engagement in entrepreneurial activities associated with roles that are meaningful and salient to the self‐identity of the entrepreneur” (e.g., Gerschewski, Lindsay, & Rose, 2016; Laaksonen et al, 2011; Wang, Dong, Si, & Dou, 2017; Yitshaki & Kropp, 2016). Building on Cardon et al’s work, Yitshaki and Kropp (2016) examined differences in the characteristics of entrepreneurial passion between high technology and social entrepreneurs.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Wang et al (2017) found that entrepreneurial passion contagion amongst individuals working together in commercial organizations, predicted the likelihood they would start a new business, a term they labelled entrepreneurial collective turnover. Laaksonen et al (2011) found that at least one founding entrepreneur had to be passionate about the business in order for a creative venture to be successful globally.…”

Section: Literature Reviewmentioning

confidence: 99%

“…A fourth contribution of the entrepreneurial passion research arises from its discovery that passion may be contagious (Wang et al, 2017). This finding could inform the research on passion in other domains, such as work, sporting, or academic contexts, where we might expect passionate individuals to inspire others around them to be more passionate.…”

Section: Contributions Of Entrepreneurial Passion Research To Generalmentioning

confidence: 99%

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Entrepreneurial Passion: A Review, Synthesis, and Agenda for Future Research

et al. 2019

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The present study undertakes a comprehensive and critical review of the body of empirical work on entrepreneurial passion. In particular, we document how the “first generation” of research on entrepreneurial passion and work passion in entrepreneurs has gained growing attention in various sub‐fields of entrepreneurship research including entrepreneurial management, psychology, and finance. We provide an overview over theories used, definitions and measurements adopted, research methods utilized (e.g., qualitative vs. quantitative, survey‐based vs. experimental/intervention), the thematic focus of studies, and unit of investigation (e.g., individual vs. team). We not only flag the problems of inconsistencies and limitations with respect to theory use, the making of causal inferences, and the conceptualization and measurement of entrepreneurial passion in existing studies (e.g., jingle fallacies), but also review the antecedents and outcomes of entrepreneurial passion identified in prior work and work where it had been examined as a moderator. Following this, we offer a research agenda with concrete suggestions to act as a foundation for the “second generation” of entrepreneurial passion research that proactively addresses the issues and gaps identified in our review. Finally, we also highlight how insights from the entrepreneurial passion literature can inform scholarship on passion more broadly.

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“…Employees leave the organization for various reasons such as retirement (Collinson, 2014), job change, disability (Caroline Martins and Meyer, 2012) and turn over (Wang et al, 2017). Over the years, employees gain experience and knowledge while working in a specific industry, and a key point for the organizations to think about is how to capture, share and apply the knowledge of these departing individuals in the best possible way to foster knowledge creation and innovation (Leibowitz, 2009).…”

Section: Knowledge Lost When Employees Departmentioning

confidence: 99%

Critical areas of knowledge loss when employees leave in the oil and gas industry

Sumbal

Tsui

Cheong

et al. 2018

JKM

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Purpose The purpose of this paper is to investigate the critical types of knowledge lost when employees depart companies in the oil and gas field. Design/methodology/approach The study adopts a grounded theory methodology. Twelve semi-structured interviews were conducted with elite informants in the oil and gas sector to gain an in-depth insight into the research problem. ATLAS.ti was used for data analysis and coding. Findings In the oil and gas industry, employees generally have job rotation and work at various geographical locations during their career. The departing employees possess valuable types of knowledge depending on the role and duties they have performed over the years. These include specialized technical knowledge, contextual knowledge of working at different geographical locations, knowledge of train wrecks and history of company, knowledge of relationships and networks, knowledge of business processes and knowledge of management. Research limitations/implications The study findings might only be applicable to the oil and gas sector. Originality/value This paper fulfills an identified gap on the identification of critical areas of knowledge loss when employees depart from oil and gas companies. The study adds to the existing body of literature on this underexplored area in the knowledge management literature.

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When it rains, it pours: A triple-pathway model of collective turnover based on causal mapping analysis

Cited by 14 publications

References 80 publications

Cooperation as a vehicle for innovation: a study of the effects of firm size and industry type

Cooperation as a vehicle for innovation: a study of the effects of firm size and industry type

Entrepreneurial Passion: A Review, Synthesis, and Agenda for Future Research

Critical areas of knowledge loss when employees leave in the oil and gas industry

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