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Full-Text Articles in Business
Alliances And Networks: Cooperative Strategies For Small Businesses, L. S. Baird, M. A. Lyles, J. Burdeane Orris
Alliances And Networks: Cooperative Strategies For Small Businesses, L. S. Baird, M. A. Lyles, J. Burdeane Orris
Scholarship and Professional Work - Business
Research on large firms shows that cooperative strategies have the potential to improve performance by helping firms gain access to necessary resources, enter new markets, and spread the risk over several partners. Interviews with thirty-four small business managers show small firms also can profit from using a cooperative network. Highly-allied small businesses entered alliances to gain resources and based their alliances on a distinctive competence. The highly allied businesses grew more rapidly than the less allied firms. Mutual goals and joint decision making were viewed as critical to the high level of satisfaction achieved.
Recruiting Sources And Posthire Outcomes For Job Applicants And New Hires: A Test Of Two Hypotheses, Chuck R. Williams, Chalmer E. Labig, Thomas H. Stone
Recruiting Sources And Posthire Outcomes For Job Applicants And New Hires: A Test Of Two Hypotheses, Chuck R. Williams, Chalmer E. Labig, Thomas H. Stone
Scholarship and Professional Work - Business
This study, unlike most recruitment source research, tested for and ruled out the contaminating effects of prescreening and self-selection bias by examining applicants and new hires for nursing positions (S. L. Rynes and A. E. Barber, 1990). Consistent with the predictions of A. Rees (1966) and J. C. Ullman (1966), recruitment sources reached differently qualified applicants in terms of nursing experience and education which, in turn, were valid predictors of subsequent nurse performance. In a similar manner, recruitment sources produced sharply different levels of prehire knowledge, which was inversely related to voluntary turnover after 1 yr. However, contrary to both …