The effect of political turnover on firms’ strategic change in the emerging economies: The moderating role of political connections and financial resources

2021 ◽  
Vol 137 ◽  
pp. 255-266
Author(s):  
Seong-jin Choi ◽  
Huilong Liu ◽  
Jun Yin ◽  
Yunfei Qi ◽  
Jeoung Yul Lee
Keyword(s):  
Emerging Economies ◽  
Strategic Change ◽  
Financial Resources ◽  
Political Connections ◽  
Moderating Role

When Does Psychological Fit Matter? The Moderating Role of Price on Self-Brand Congruity

2021 ◽  
pp. 194855062110283
Author(s):  
Joe J. Gladstone ◽  
Emily N. Garbinsky ◽  
Sandra C. Matz
Keyword(s):  
Brand Personality ◽  
Effect Study ◽  
Financial Resources ◽  
High Price ◽  
Psychological Profile ◽  
Psychological Mechanism ◽  
Brand Attributes ◽  
First Time ◽  
Moderating Role

People prefer brands whose perceived image reflects their own psychological profile, a finding referred to as the self-brand congruity effect. For the first time, we test this effect in the field by utilizing over 17,000 real bank transaction records (Study 1, N = 405). We demonstrate that the strength of self-brand congruity is related to the financial resources a person must spend to acquire the brand, such that the effect holds only when the brand being purchased has a high (vs. low) price. We conceptually replicate the effect (Study 2, N = 354) and provide causal evidence through an experiment (Study 3, N = 404), manipulating price and brand personality while holding other brand attributes constant. We also provide evidence for one psychological mechanism underlying why price moderates self-brand congruity, finding personality-matched brands elicit fewer concerns about postpurchase regret, a bigger risk for high-price brands (Study 4, N = 300).

The Moderating Role of Top Management Team Diversity in Strategic Change in a Multicultural Context

2018 ◽  
Vol 16 (4) ◽  
pp. 957-973 ◽  
Author(s):  
M. Carmen Díaz‐Fernández ◽  
M. Rosario González‐Rodríguez ◽  
Biagio Simonetti
Keyword(s):  
Strategic Change ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Team Diversity ◽  
Multicultural Context ◽  
Moderating Role

The Contingent Value of Political Connections on Donations to Chinese Foundations: Exploring the Moderating Role of Transparency

2020 ◽  
Vol 53 (1) ◽  
pp. 36-63
Author(s):  
Yuan Cheng ◽  
Zhongsheng Wu
Keyword(s):  
Multilevel Analysis ◽  
Theoretical Framework ◽  
Political Connections ◽  
Different Types ◽  
The Relationship ◽  
Moderating Role

Existing studies assume that the value of political connections is homogeneous to different types of nonprofits and seldom consider their interplay with other accountability mechanisms. Based on a multilevel analysis of 2,085 foundations in China, this study builds and tests a theoretical framework of the contingent value of political connections to nonprofits, treating transparency as a moderator for the relationship between political connections and donations. Our findings suggest that while transparency is positively associated with the amount of donations obtained by foundations, political connections can help foundations obtain more donations only when their transparency score is higher than a certain threshold.

scholarly journals LINKING BALANCED SCORECARD MEASURES TO SMES’ BUSINESS STRATEGY: ADDRESSING THE MODERATING ROLE OF FINANCIAL RESOURCES

2015 ◽  
Vol 3 (12) ◽  
pp. 92-99
Author(s):  
Mahshid Lonbani ◽  
Saudah Sofian ◽  
Mas BambangBaroto
Keyword(s):  
Performance Measures ◽  
Balanced Scorecard ◽  
Business Strategy ◽  
Business Processes ◽  
Small And Medium Enterprises ◽  
Financial Resources ◽  
Financial Measures ◽  
Medium Enterprises ◽  
Moderating Role

Using financial and non-financial measures, the Balanced Scorecard (BSC) approach evaluates different aspects of firms’ performance: financial, customer, learning and growth, and internal business processes. Resource flexibility and availability of financial resources are basically highlighted as separate antecedents of company’s performance. Grounded on resource based view, the role of financial resources on business strategy has been addressed numerously in previous studies.  However, there is limited study to evaluate the role of financial resources on relationship between business strategy and BSC performance measures. Especially there is no study addressing this issue according to the moderating role of financial resources among small and medium enterprises (SMEs). It is worth mentioning that such relationships and models can be more highlighted in a developing countries since financial resources has been debated to be weak in theses context. Grounded in contingency theory, an evaluation of the moderating role that financial resources plays in the relationship between SMEs’ business strategy and balanced scorecard performance measures in SMEs points to the value of providing enough resources for SMEs. External fund providers such as banks and loan providers can help SMEs in this regard since firms could pass the way from business strategy to superior BSC performance measures more successfully.

Mediating effect of organizational learning and moderating role of environmental dynamism on the relationship between strategic change and firm performance

2019 ◽  
Vol 12 (2) ◽  
pp. 275-297 ◽  
Author(s):  
Haruna Isa Mohammad
Keyword(s):  
Organizational Learning ◽  
Firm Performance ◽  
Strategic Change ◽  
Developed Countries ◽  
Mediating Effect ◽  
Environmental Dynamism ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

Purpose With the materialization of literature on strategic change, it is clear that organizational learning and organizational dynamism have been among the most notable areas of study. The purpose of this paper is to extend the literature on strategic management by examining the mediating effects of organizational learning and the moderating role of environmental dynamism on the relationship between strategic change and firm performance. Design/methodology/approach A survey questionnaire was administered to 650 respondents who were both corporate and business-level managers of 22 main deposit money banks (commercial banks) and their branches across the country. In total, 630 questionnaires were returned and 587 were used after following all the processes of data preparation. Path analysis was employed to test the hypotheses in this study using Smart PLS 3. Findings The study found a significant mediating effect of organizational learning on the relationship between strategic change and firm performance. Although no significant moderating role of environmental dynamism was found, the directions of the path coefficients are consistent with the hypothesis. All the relationships between the constructs are significant. Research limitations/implications It is paramount for managers to understand the type of environment and learning that fits diverse kinds of strategic changes in order to improve firm performance. It is evident that changes that are not proactive and generative organizational learning may seem dangerous for a firm. However, organizations should learn to incorporate the change to be able to compete in a dynamic competitive environment. Originality/value Prior studies on strategic change, environmental dynamism and organizational learning have mainly focused on manufacturing and construction industries in the developed countries, but less has been done in the service sector, particularly the banking organizations in developing countries. Nigeria is one of those countries. Therefore, this study focuses on the links between strategic change and firm performance, moderating role of environmental dynamism and the mediating effect of organizational learning within the context of the Nigerian deposit money banks.

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