Level and speed of acquisition integration and their effects on technological performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Liang-Hung Lin ◽  
Yu-Ling Ho
Keyword(s):  
Organizational Level ◽  
High Tech ◽  
Acquisition Performance ◽  
Content Type ◽  
Technological Performance ◽  
Level Data ◽  
Speed Advantage ◽  
Interaction Term ◽  
High Level ◽  
And Task

PurposeThis study concerns two aspects of the integration process critical for the success of acquisitions: (1) levels of human integration and task integration and (2) speeds of human integration and task integration. The purpose of this study is to examine the interaction effects of human/task integration level and human integration speed advantage on acquisition performance.Design/methodology/approachThis study collected data of companies in the Taiwanese high-tech industries at the financial, organizational and industrial levels to examine the proposed hypotheses. Corporate financial and patent data were collected from the Taiwan Securities and Futures Commission databases and the Intellectual Property Office (IPO) databases. The organizational level data were collected from 142 publicly traded related acquisitions from 2008 to 2009 in the Taiwanese high-tech industries.FindingsThe results show that (1) a high level of human integration positively affects technological performance; (2) the interaction term of human integration level and human integration speed advantage (i.e., relatively faster human integration coupled with slower task integration) positively affects technological performance; and (3) the interaction term of task integration level and human integration speed advantage positively affects technological performance.Originality/valueThe originality of this study lies in advancing our understanding of how complex interactions between human/task integration level and human integration speed advantage affect acquisition performance.

scholarly journals Expatriation, alcohol and drugs: antecedents and consequences of substance use in expatriation

2018 ◽  
Vol 6 (3/4) ◽  
pp. 316-334 ◽  
Author(s):  
Olivier Wurtz
Keyword(s):  
Substance Use ◽  
Well Being ◽  
International Experience ◽  
Organizational Level ◽  
Human Resource Managers ◽  
Content Type ◽  
Individual Level ◽  
Resource Managers ◽  
Antecedents And Consequences ◽  
High Level

PurposeExpatriation is known to be stressful. The purpose of this paper is to examine stress as an antecedent of substance use (SU) during expatriation and related effects on expatriates’ work adjustment. Moreover, the study sheds light on individual-level moderators (i.e. gender and prior international experience) and organizational-level moderators (i.e. organizational social support) that might condition the stress–SU link.Design/methodology/approachThis work adopts a quantitative survey approach. It is based on two studies, one of 205 expatriates and one of 96 expatriate–supervisor dyads. The data were collected through personal networks and with the help of multinational companies.FindingsThis research shows that stress at a medium- to high-level increases SU among male expatriates, but not among female expatriates. Expatriates with substantial prior international experience were identified as being more prone to react to stress by resorting to SU. It also provides evidence that SU to aid coping harms professional adjustment. Moreover, some implications relating to professional adjustment are discussed.Research limitations/implicationsSU was self-reported; this may have deterred users from accurately reporting their consumption levels. Moreover, convenience samples have been used. Preventive actions limiting SU, such as well-being programs, could be sponsored by local human resource managers in order to limit this phenomenon.Originality/valueThis work is one of the first to analyze SU among expatriates. It shows that some expatriates are more at risk than others of resorting to such use to cope with the hardships of expatriation.

Knowledge has no value until it is shared: an empowering leadership perceptive

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Misbah Hayat Bhatti ◽  
Umair Akram ◽  
Muhammad Hasnat Bhatti ◽  
Tabassum Riaz ◽  
Nausheen Syed
Keyword(s):  
Knowledge Sharing ◽  
No Value ◽  
Social Exchange ◽  
Organizational Level ◽  
Empowering Leadership ◽  
Content Type ◽  
Affective Trust ◽  
Individual Level ◽  
High Level ◽  
The Relationship

Purpose The effect of empowering leadership on knowledge sharing is well defined, but factors that stimulate employees for knowledge sharing are still limited. Therefore, this study aims to address to what extent empowering leadership is desirable to create a trustful and fair environment that is conducive for an employee’s knowledge sharing. Design/methodology/approach Through integration of social exchange, equity and uncertainty management theories develop a moderating mediating model that links empowering leadership to knowledge sharing. Three-wave data collection from the sample of 375 managers–subordinates’ dyads was done in Pakistan textile industries. Findings Hierarchal regression analysis and bootstrapping method were applied to test the hypotheses. The results indicate that affective trust partially mediates the relationship between empowering leadership and knowledge sharing. More especially, the findings demonstrate that the relationship between empowering leadership and knowledge sharing becomes strong with high level of distributive and procedural justices. Practical implications This research study uses empowering leadership as a proposed motivational pathway for stimulating employee’s knowledge sharing through development of affective trust and buffering effect of distributive and procedural justices. Originality/value Most of previous research in knowledge sharing just cynosure organizational-level elements like leadership and organizational justices but deteriorate individual factors like trust. Therefore, this study will combine both organizational- and individual-level factors for urging employees for knowledge sharing.

ERP in clouds or still below

2014 ◽  
Vol 16 (1) ◽  
pp. 62-76 ◽  
Author(s):  
Igor Grubisic
Keyword(s):  
Decision Support ◽  
Data Privacy ◽  
Significant Risk ◽  
High Tech ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Starting Point ◽  
Readiness To Adopt ◽  
High Level ◽  
The Cost

Purpose – The purpose of this paper is to investigate the market readiness to adopt the Cloud as the future ERP platform, by using the analytic hierarchy process (AHP) decision support methodology. Design/methodology/approach – Interviewing is conducted on the convenient sample, of enterprises from various industries. The interview is conducted through expert telephone interview and self-administered questionnaire. Results are then used as a basis for forming the weight factors necessary for the AHP decision model. Data are analyzed and synthesized using AHP and Expert Choice. Findings – Results demonstrate a huge interest for TCO reduction, but also a concern for data privacy and availability. Large enterprises want their data on local servers, while smaller companies tend to act as “first adopters”, mainly because of the cost benefits that Cloud offers. Finally, vendors see the hybrid solutions as the most suitable approach for the overall market, at least while current Cloud obstacles exist. Research limitations/implications – This research does not aim to answer the question what is the best solution for a particular industry. Instead, it assumes the general approach, which answers the question what would in general be the adequate solution for the SME and how much are SMEs ready to adopt the ERP in the Cloud. A further research is necessary to validate these results in practice. That research should be industry specific, i.e. narrowed to one industry only. Then, it would be possible to answer the question what is the best solution for high-tech SMEs. Practical implications – This paper summarizes Cloud pros and cons useful for decision makers to establish a starting point for IT reorganization. Additionally, AHP results provide some indications of the market's perception regarding Cloud and ERP, while vendors' statements about ERP-Cloud solutions provide an interesting glimpse of the ERP market in the next few years. Originality/value – Market demands constant flexibility and cost effectiveness, forcing companies to adapt faster than ever. Therefore, there is a significant risk for first adopters and their business if they adopt an inadequate solution. This paper offers a high-level overview of the SME's market understanding and willingness to adopt ERP in the Cloud idea, and it demonstrates how the AHP decision support methodology can be used to assess the readiness of enterprises to adopt the Cloud-ERP solution.

Organizational rewards and knowledge hiding: task attributes as contingencies

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhen Zhang ◽  
Min Min
Keyword(s):  
Task Complexity ◽  
Task Interdependence ◽  
High Tech ◽  
Content Type ◽  
Negative Effect ◽  
Organizational Rewards ◽  
Time Lagged ◽  
Hiding Behavior ◽  
Knowledge Hiding ◽  
And Task

PurposeAlthough scholars have provided sufficient empirical evidence on the effectiveness of organizational rewards in managing knowledge sharing, little attention has been paid to the relationship between organizational rewards and knowledge hiding. Drawing on self-determination theory (SDT), this study aims to investigate the effects of financial and nonfinancial rewards on employees' knowledge-hiding behavior as well as the moderating role of task attributes.Design/methodology/approachThis paper examines the hypotheses by conducting a time-lagged survey from a sample of 186 knowledge workers in Chinese high-tech firms.FindingsThe findings of this study reveal that financial rewards are positively associated with knowledge hiding, whereas nonfinancial rewards have a negative effect on knowledge. Moreover, task interdependence significantly moderates the effects of organizational rewards on employees' knowledge-hiding behavior. In addition, the interaction between nonfinancial rewards and task complexity is negatively related to knowledge hiding.Originality/valueThis study is one of the first to investigate the effects of financial rewards and nonfinancial rewards on employees' knowledge-hiding behavior, as well as the moderating roles of task interdependence and task complexity.

Fun times: the relationship between fun and workplace engagement

2016 ◽  
Vol 38 (3) ◽  
pp. 332-350 ◽  
Author(s):  
Barbara Plester ◽  
Ann Hutchison
Keyword(s):  
Employee Engagement ◽  
Financial Institution ◽  
Organizational Level ◽  
Full Time ◽  
Structured Interviews ◽  
Content Type ◽  
Workplace Engagement ◽  
Workplace Fun ◽  
The Relationship ◽  
And Task

Purpose – The idea of workplace fun seems positive, straightforward and simple but emerging research suggests a surprising complexity and ambiguity to this concept. Drawing on recent literature and empirical data, the purpose of this paper is to use three different forms of workplace fun: managed, organic and task fun to examine the relationship between fun and workplace engagement. Design/methodology/approach – Using an ethnographic approach, the qualitative data originated from four different New Zealand organizations, within different industries. Organizations included a law firm, a financial institution, an information technology company and a utility services provider. Data for this study were collected from semi-structured interviews with a range of participants in each company. In total 59 interviews were conducted with approximately 15 originating from each of the four organizations. One full-time month was spent within each company experiencing the everyday life and behaviours at all levels of each organization. The specific focus of the research is organizational culture and humour and during analysis findings emerged that linked to engagement, fun, disengagement and the concept of flow. Findings – This paper offers exploratory findings that suggest some specific connections between the concepts of fun and engagement. Empirical connections between these concepts are not currently apparent in either engagement or fun research, yet the data suggest some firm associations between them. The exploratory findings suggest that some forms of workplace fun offer individual employees a refreshing break which creates positive affect. Participants perceive that such affect results in greater workplace and task engagement. Additionally the data show that some people experience their work tasks as a form of fun and the authors link this to a specific form of engagement known as “flow” (Csikszentmihalyi, 1975; Moneta, 2010). The authors suggest an organizational-level effect, where workplace fun creates enjoyment which stimulates greater overall engagement with the team, unit or organization itself. Conversely the data also suggest that for some people managed or organic fun (see Plester et al., 2015) creates distraction, disharmony or dissonance that disrupts their flow and can foster disengagement. Practical implications – The ambiguity and complexity in the relationship between these concepts is an emerging topic for research that offers a variety of implications for scholars and practitioners of HRM and organizational behaviour. The authors contend that workplace fun potentially offers practitioners opportunities for fostering a climate of high engagement which may include most employees and thus create additional workplace benefits. Additionally through highlighting employee reactions to different types of fun we suggest ways of avoiding employee disengagement, disharmony and cynicism and the associated negative effects. Originality/value – The concept of fun is not empirically linked with current engagement research and the authors assert that workplace fun is an important driver of employee engagement. The authors identity engagement at the individual task level and further extend engagement research by emphasizing that fun has the potential to create engagement at the team, unit or organizational level. These differing levels of engagement have not thus far been differentiated in the extant literature.

The effectiveness of artificial neural networks applied to analytical procedures using high level data: a simulation analysis

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stewart Li ◽  
Richard Fisher ◽  
Michael Falta
Keyword(s):  
Neural Network ◽  
Neural Networks ◽  
Artificial Neural Network ◽  
Artificial Neural Networks ◽  
Neural Network Approach ◽  
Content Type ◽  
Level Data ◽  
Artificial Neural ◽  
Analytical Procedures ◽  
High Level

Purpose Auditors are required to perform analytical procedures during the planning and concluding phases of the audit. Such procedures typically use data aggregated at a high level. The authors investigate whether artificial neural networks, a more sophisticated technique for analytical review than typically used by auditors, may be effective when using high level data. Design/methodology/approach Data from companies operating in the dairy industry were used to train an artificial neural network. Data with and without material seeded errors were used to test alternative techniques. Findings Results suggest that the artificial neural network approach was not significantly more effective (taking into account both Type I and II errors) than traditional ratio and regression analysis, and none of the three approaches provided more overall effectiveness than a purely random procedure. However, the artificial neural network approach did yield considerably fewer Type II errors than the other methods, which suggests artificial neural networks could be a candidate to improve the performance of analytical procedures in circumstances where Type II error rates are the primary concern of the auditor. Originality/value The authors extend the work of Coakley and Brown (1983) by investigating the application of artificial neural networks as an analytical procedure using aggregated data. Furthermore, the authors examine multiple companies from one industry and supplement financial information with both exogenous industry and macro-economic data.

Transformative HR practices and employee task performance in high-tech firms

2017 ◽  
Vol 30 (5) ◽  
pp. 710-724 ◽  
Author(s):  
Ali Ahmad Bodla ◽  
Tang Ningyu
Keyword(s):  
Task Performance ◽  
Linear Regression Analysis ◽  
Underlying Mechanism ◽  
Multiple Linear Regression Analysis ◽  
High Tech ◽  
Cross Sectional ◽  
Content Type ◽  
Hr Practices ◽  
The Relationship ◽  
And Task

Purpose The purpose of this paper is to examine the relationship of perceived transformative human resource (HR) practices and employee task performance. Drawing on evidence-based approach, the transformative HR practices intend to transform employees’ behavior to cope with organizational change. This study intends to answer how does the perceived transformative HR practices influence employees’ behavioral capability to enhance their task performance. This investigation proposes that the perceived transformative HR practices positively affect employees task performance, however, employee adaptivity mediates the relationship between them. Design/methodology/approach The authors used a random sample of 224 employees, from a large high-tech company in China, to test the hypotheses. Exploratory and confirmatory factor analyses were conducted to determine the perceived transformative HR practices in the context of a high-tech firm. The authors performed multiple linear regression analysis to examine the proposed model. Findings The results of this study indicate that the perceived transformative HR practices positively influence employee adaptivity and task performance. Furthermore, employee adaptivity mediates the relationship between the perceived transformative HR practices and employee task performance. Therefore, employee adaptivity illuminates and explains the underlying mechanism of how the perceived transformative HR practices lead to employee task performance. Research limitations/implications Data collected from single firm may limit the generalizability of the findings and cross-sectional research design may raise the concern of common method bias. Future studies should test and validate the operationalization of the perceived transformative HR practices in different research contexts and with larger sample size. Organizations should design and implement transformative HR practices to cope with change. Furthermore, organizational managers should encourage and facilitate employee adaptivity to achieve better performance. Originality/value This study contributes to change management and the HR literature by identifying and operationalizing the perceived transformative HR practices as a predictor of employee adaptivity and task performance. Through the underlying mechanism of employee adaptivity between the perceived transformative HR practices and employee task performance, this study provides a new perspective to look at the HR-performance relationship in the change process.

How to deal with knowledge management misalignment: a taxonomy based on a 3D fuzzy methodology

2018 ◽  
Vol 22 (3) ◽  
pp. 538-566 ◽  
Author(s):  
Piera Centobelli ◽  
Roberto Cerchione ◽  
Emilio Esposito
Keyword(s):  
Knowledge Management ◽  
Small And Medium Enterprises ◽  
Three Dimensional ◽  
Field Analysis ◽  
High Tech ◽  
Policy Makers ◽  
Content Type ◽  
Broad Variety ◽  
High Level ◽  
Medium Enterprises

Purpose This paper aims to propose a new three-dimensional (3D) fuzzy logic methodology to evaluate the level of misalignment between an enterprise’s knowledge and the knowledge management systems (KMSs) it adopts. Design/methodology/approach The proposed methodology was implemented by means of a field analysis based on semi-structured face-to-face interviews involving a sample of 61 small and medium enterprises (SMEs) operating in high-tech and/or complex industries. Findings The paper highlights that while there is generally a high level of misalignment between an enterprise’s knowledge and the KMSs adopted, there are also a broad variety of behaviours. The paper identifies a taxonomy able to bring together the various types of behaviour associated with how an enterprise’s knowledge is related to KMS selection. Specifically, four behaviour patterns were identified, and the enterprises were then categorised accordingly as being guideposts, practice laggards, tool laggards or latecomers. Practical implications The proposed taxonomy provides an operational tool that can be used by enterprises and policy makers alike. The paper shows how enterprises can use this tool to understand which category they belong to and support decision-making to introduce changes leading to improved levels of alignment. Policy makers, on the other hand, can use the proposed taxonomy to identify measures to support the competitiveness of local systems by improving management processes and knowledge sharing among enterprises. Originality/value The paper highlights the difficulties that SMEs experience in adopting KMSs that are truly aligned with their knowledge and proposes a methodology to improve alignment.

Inclusion values, practices and intellectual capital predicting organizational outcomes

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Beth G. Chung ◽  
Michelle A. Dean ◽  
Karen Holcombe Ehrhart
Keyword(s):  
Intellectual Capital ◽  
Organizational Outcomes ◽  
Organizational Level ◽  
Content Type ◽  
Hr Practices ◽  
Outcome Relationship ◽  
Level Data ◽  
Human And Social Capital ◽  
Conditional Indirect Effects ◽  
The Relationship

PurposeThis study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and social) capital serves as a contingency variable in moderating the relationship between practices and outcomes.Design/methodology/approachOrganizational-level data were collected from 79 senior-level executives. Hypotheses were examined via regression analyses and the product-of-coefficients approach was used to test for indirect and conditional indirect effects.FindingsThis study found a positive relationship between inclusion values and inclusive HR practices and between inclusive HR practices and organization-level outcomes. Inclusive HR practices mediated the relationship between values and outcomes and intellectual capital moderated the relationship between practices and outcomes, such that inclusive HR practices played a greater role in augmenting outcomes for organizations with lower intellectual capital.Practical implicationsAlignment of inclusion values and inclusive HR practices is important for organizational effectiveness, and inclusive HR practices are likely to play a particularly important role when an organization is relatively weak in intellectual capital.Originality/valueThis paper broadens the inclusion literature by using a macro-level lens to understand how organizational inclusion values and practices may relate to organizational outcomes. It also shows the importance of intellectual capital as a contextual variable in the inclusion practice to outcome relationship.

Inclusive leadership, ambidextrous innovation and organizational performance: the moderating role of environment uncertainty

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lei Gong ◽  
Zhiying Liu ◽  
Yanzhen Rong ◽  
Lihua Fu
Keyword(s):  
Organizational Performance ◽  
Environmental Uncertainty ◽  
Ordinary Least Squares ◽  
Organizational Level ◽  
High Tech ◽  
Inclusive Leadership ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this study is to explore how inclusive leadership promotes organizational performance through ambidextrous innovation (i.e. exploratory and exploitative innovation). Moreover, the authors examine the moderating role of environmental uncertainty in the relationship between inclusive leadership and ambidextrous innovation.Design/methodology/approachThis study conducted a questionnaire survey of high-tech enterprises in China and obtained 325 useable samples. The hypotheses were tested using latent path analysis and ordinary least squares regression.FindingsThe results indicate that exploratory and exploitative innovations mediate the relationship between inclusive leadership and organizational performance. Moreover, environmental uncertainty positively moderated the relationship between inclusive leadership and exploitative innovation.Practical implicationsManagers should value the critical role of inclusive leadership in promoting exploratory and exploitative innovation, which in turn improves organizational performance. Meanwhile, managers need to pay attention to the risk caused by environmental uncertainty.Originality/valueThis paper extends the influence of inclusive leadership on innovation from the individual level to the organizational level and reveals the influence mechanism of inclusive leadership on organizational performance. In addition, this study supplements the knowledge regarding the boundary conditions under which the influence of inclusive leadership is strengthened or weakened.

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