Strategy, Incentive Design and Performance: Empirical Evidence

2008 ◽  
Author(s):  
Dipankar Ghosh ◽  
Joanna L.Y. Ho ◽  
Hiroshi Miyashita
Keyword(s):  
Empirical Evidence ◽  
Incentive Design ◽  
And Performance ◽  
Strategy Incentive

scholarly journals Distinctive Capabilities and Performance: Empirical Evidence from Malaysian SMEs

2020 ◽  
Author(s):  
Mohd Khairuddin Hashim
Keyword(s):  
Empirical Evidence ◽  
Positive Relationship ◽  
Manufacturing Sector ◽  
Empirical Studies ◽  
General Notion ◽  
Research Issue ◽  
Significant Positive Relationship ◽  
Strategic Variable ◽  
And Performance ◽  
Functional Areas

Despite the general notion that distinctive capabilities are crucial to the success affirms, empirical studies that focused on this strategic variable in SMEs remains limited. This study seeks to address this research issue by empirically investigating 100 SMEs in the Malaysian manufacturing sector. The findings of the study suggest that the SMEs studied established capabilities in several business functional areas. In addition, the results of the correlations indicate statistically significant positive relationship between distinctive capabilities and the performance of the SMEs in this study.  

scholarly journals Exploring market failures in open innovation

2017 ◽  
Vol 36 (1) ◽  
pp. 23-40 ◽  
Author(s):  
Nola Hewitt-Dundas ◽  
Stephen Roper
Keyword(s):  
Empirical Evidence ◽  
Open Innovation ◽  
Empirical Studies ◽  
Optimal Level ◽  
Average Level ◽  
Market Failures ◽  
Policy Initiatives ◽  
Lack Of Information ◽  
Potential Benefits ◽  
And Performance

There is now considerable empirical evidence demonstrating the innovation and performance benefits that accrue to firms engaging in open innovation (OI). Here, we use novel data on micro-businesses to show that the average level of engagement in OI falls well below the optimal level, a finding that reflects that of other empirical studies. We identify and examine three market failures which may help to explain this result. These relate to a lack of understanding of the potential benefits of OI by firms, a lack of information about the capabilities of potential partners and a lack of information about the trustworthiness of potential partners. Our findings provide evidence that policy initiatives designed to offset these information failures are likely to increase the range of partners with which firms engage with significant benefits for innovation.

Board diversity and performance in a masculine, aged and glocal supply chain: new empirical evidence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Giuseppe Giulio Calabrese ◽  
Alessandro Manello
Keyword(s):  
Supply Chain ◽  
Firm Performance ◽  
Empirical Evidence ◽  
Linear Models ◽  
Data Set ◽  
Board Diversity ◽  
Content Type ◽  
Automotive Supply Chain ◽  
And Performance ◽  
Automotive Supply

Purpose This study aims to contribute to the debate on the relationship between board diversity and performance, a hot topic for scholars and shareholders. A number of studies have found contrasting impacts of board diversity on firm performance and this paper adds new and original evidence in the context of the automotive supply chain focusing on gender, age and nationality diversity. Design/methodology/approach The authors propose a triple stage empirical analysis. First, the authors use linear models according to different performance indexes for investigating diversity (gender, age and nationality) within the board of directors and executives. Second, the authors investigate the issue of diversity in different contexts such as position in the supply chain, nationality of the owner and family/corporate ownership. Finally, the authors use non-linear models to find a better combination of diversity in terms of gender and nationality for retrieving some managerial implications. Findings First, the authors demonstrate a robust positive effect of women in board representation on firm performance in terms of profitability and firm risk. In the case of, age and nationality the results are more equivocal in particular for the former. Second, the authors depict board diversity in different contexts as follows: positioning in the supply chain, type and nationality of the final owner. Again, gender heterogeneity is more adequate in the complex firm as Tier 1 suppliers, corporate and foreign company. Originality/value The authors focused the analysis on a specific industry, shedding light on the main specificities linked to operating in certain phases of the supply chain, a substantial novelty in this field. The empirical evidence is based on a very large data set containing quantitative and qualitative information on a representative sample of 1,538 firms operating in the Italian automotive supply chain, one of the most relevant in Europe.

Control, Conflict, and Performance: A Study of U.S.-Chinese Joint Ventures

1997 ◽  
Vol 5 (3) ◽  
pp. 31-45 ◽  
Author(s):  
Daniel Z. Ding
Keyword(s):  
Empirical Evidence ◽  
Joint Ventures ◽  
Questionnaire Survey ◽  
Joint Venture ◽  
Positive Impact ◽  
Managerial Control ◽  
Foreign Partner ◽  
Venture Performance ◽  
General Managers ◽  
And Performance

This study was designed to test empirically the linkages between control, conflict, and performance using a sample of U.S.-Chinese joint ventures established in China during the period of 1979–1989. Data were gathered through a questionnaire survey among U.S. managers and personal interviews with both U.S. and Chinese general managers in the selected joint ventures. Results showed that dominant managerial control exercised by the foreign partner had a positive impact on the perceived joint venture performance. The study identified major areas in which conflict between joint venture partners occurred. Empirical evidence was found that conflict between joint venture partners significantly hindered joint venture performance.

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