Strategic Management Policy Commons^™

Contagion Effect Of Global Leaders’ Positive Psychological Capital On Followers: Does Distance And Quality Of Relationship Matter?, Joana S. P. Story, Carolyn M. Youssef-Morgan, Fred Luthans, John E. Barbuto Jr., James A. Bovaird

Department of Management: Faculty Publications

A key assumption of effective international human resource management (IHRM) is that global leaders influence and serve as role models for their followers, regardless of the inherent distance (physical and frequency of interaction) between them in today’s global context or the quality of the relationship. Although considerable attention has been devoted to cultural differences between global leaders and their diverse followers and teams, this study investigates the impact that distance and quality of the relationship has on a sample of a Fortune 100 multinational firm’s global leaders’ level of positive psychological capital (PsyCap) contagion effect on their followers located around …

How Product Attributes Influence Internationalization: A Framework Of Domain- And Culture-Specificity, Terence P. C. Fan, Alex Tai Loong Tan

Research Collection Lee Kong Chian School Of Business

This paper introduces two important dimensions of product attributes in the context of internationalization: domain- and culture-specificity. Products can be high or low in domain- or culture-specificity, thereby being one of four broad categories in a two-by-two matrix. This framework of product attributes helps explain a series of gradations on how cultural difference influences the difficulty of selling a product internationally. By examining four cases, one from each of these categories, this paper shows that different product attributes affect the difficulty or ease with which the products of these firms were internationalized. While all four cases were able to derive …

Social Entrepreneurship Intentions Of Nonprofit Organizations, Wee Liang Tan, So-Jin Yoo

Research Collection Lee Kong Chian School Of Business

Little is known about social entrepreneurship in nonprofit organizations (NPOs), especially about the factors that influence social entrepreneurship intentions at organizational level. Would existing NPOs, as opposed to new ones formed to embark on new social initiatives, strike out into a new territory, or engage in new ventures? What are the necessary internal organizational conditions? This study explores the direct effect of the organizational attributes on a NPO's intention to start a social enterprise. With a sample of 92 charities in Singapore, we found that NPOs led by CEOs with commercial experience, and NPOs possessing high collective efficacy and organization …

Corporate Social Performance, Analyst Stock Recommendations, And Firm Future Returns, Xueming Luo, Heli Wang, Sascha Raithel, Qinqin Zheng

Research Collection Lee Kong Chian School Of Business

This study posits that security analysts heed corporate social performance information and factor it into their recommendations to general investors. In particular, as corporate social performance is often uncertain and ambiguous to general investors, analysts may serve as the informational pathway connecting corporate social performance to firm stock returns. Thus, we argue that analyst recommendations mediate the relationship between corporate social performance and firm stock returns. On the basis of not only a qualitative study with literature searches and interviews of stock analysts but also a quantitative study with two longitudinal samples of large firms, we find support for these …

Supply Chain Integration Configurations: Process Structure And Product Newness, Christos Tsinopoulos, Carlos Mena

Business Faculty Publications and Presentations

Purpose – The purpose of this paper is to explore the configurations of supply chain integration.

Design/methodology/approach – The authors use qualitative data from manufacturers shortlisted for the UK’s Manufacturing Excellence awards over three years. Detailed processes and policies of 68 manufacturers are analysed.

Findings – Process structure and product newness require different supply chain configurations, which change as products mature. Supply chain integration is dynamic, and the extent of collaboration between suppliers and customers will be different at different moments in time. The authors define and discuss four key supply chain configurations: customised; ramp-up; recurring; coordinated.

Research limitations/implications – …