Standorte in Hochlohnländern können in guter, wie auch in angespannter Wirtschaftslage erfolgreich agieren. Während in einer guten Wirtschaftslage Strategien verfolgt werden, welche die Adressierung mehrerer Differenzierungsfaktoren beinhalten, werden in einer angespannten Wirtschaftslage klare strategische Fokussierung gelegt. Beiden Wirtschaftslagen ist gemeinsam, dass Maßnahmen und Fähigkeiten auf die anvisierte Strategie abzustimmen sind.
Replicating a successful template or best practice across time (temporal replication) or across a number of different economic settings (spatial replication) is an important strategy for organizational growth and performance improvement. In this paper, we use an NK landscape model to examine how organizations may innovate and adapt to their environment through inaccurate replication. We identify conditions under which inaccurate replication can result in higher long-run performance than accurate replication. We also uncover the specific mechanisms through which replication errors may affect organizational performance. In that, our study also sheds a new light on how organizations may learn from (replication) errors.
We consider four scenarios that can unfold when organizations either innovate or respond rigidly to organizational decline. Two of the scenarios are downward spirals that threaten an organization with possible death, and two of the scenarios are turnarounds. These scenarios are important because they can determine the fate of an organization—survival or death. We explore the conditions under which each of these scenarios is likely to emerge, developing original theory and specifying propositions about those conditions. In developing this theoretical framework, we distinguish between flexible and inflexible innovations as factors in turnaround success or failure. Our model extends current theory on organizational decline to highlight the feedback effects of the consequences of decline and to explain the circumstances in which particular feedback effects are likely to occur.
This study adopts the push-entrepreneurship perspective and develops a conceptual framework grounded in prospect theory, in order to investigate whether source of sunemployment, layoff in particular, and duration of unemployment stimulate entrepreneurial intent. We also propose that fear of failure and risk propensity moderate the source/duration–entrepreneurial intent relationships. We test our hypotheses using survey data from a sample of unemployed individuals. Results show that both layoff and duration of unemployment are stimuli for higher entrepreneurial intent, and the source of unemployment-intent relationship is moderated by fear of failure and risk propensity. We discuss the implications of these results.
In this article, we explain why managing legitimacy is vital for corporations and how business firms can employ strategies to maintain their legitimacy. We then discuss the organizational capacities that each legitimacy strategy implies and point out their inherent tensions. Based on the results of an empirical study, we show how two large corporations have handled these tensions and successfully introduced organizational prerequisites for managing legitimacy. In the final part of this article we elaborate on how participants of the UN Global Compact can use the initiative to strengthen their legitimacy.
Transnational governance schemes (TGSs) are interorganizational networks of public and/or private actors that jointly regulate global public policy issues, such as the prevention of human rights violations and the protection of ecosystems. Considering that TGSs mainly address issues of public concern, the general public represents a major source of legitimacy in transnational governance. We theorize how members of the general public, whom we conceptualize as intuiters, apply heuristics to bestow legitimacy on TGSs. Given the difficulty of assessing TGSs, we argue that intuiters draw on affect-based responses towards a TGS's better-known network affiliates, such as participating business firms, to judge the legitimacy of the TGS as a whole. This substitution produces a “vertical” legitimacy spillover. More specifically, we examine the heuristic process of judgment underlying vertical spillovers in TGSs and derive implications for the legitimacy construct and the analysis of spillover phenomena.
Motivated by Manski and Tamer (2002) and especially their partial identification analysis of the regression model where one covariate is only interval-measured, we present two extensions. Manski and Tamer (2002) propose two estimation approaches in this context, focussing on general results. The modified minimum distance (MMD) estimates the true identified set and the modified method of moments (MMM) a superset. Our first contribution is to characterize the true identified set and the superset. Second, we complete and extend the Monte Carlo study of Manski and Tamer (2002). We present benchmark results using the exact functional form for the expectation of the dependent variable conditional on observables to compare with results using its nonparametric estimate, and illustrate the superiority of MMD over MMM.
This study investigates the impact of finishing versus dropping out of college on selfesteem. Using data spanning three decades from the U.S. National Longitudinal Survey of Youth, we find that dropping out of a four-year college significantly decreases selfesteem compared to graduating. In addition, two- and four-year college graduates have significant higher self-esteem than high school graduates never enrolled in college. However, individuals dropping out of a two- or a four-year college miss out on this positive effect. These findings are long-term effects still visible when dropouts are in their late 40s.
