An Empirical Research on the Moderating Effect of Legitimacy on the Relationship between Top Management Turnover and Acquisition Performance

2012 ◽  
Vol 4 (19) ◽  
pp. 366-373
Author(s):  
Yue Qi ◽  
Hua Xing
Keyword(s):  
Empirical Research ◽  
Moderating Effect ◽  
Top Management ◽  
Management Turnover ◽  
Acquisition Performance ◽  
Top Management Turnover ◽  
The Relationship

Data Mining in the Research of Corporate Acquisition Performance

2011 ◽  
Vol 219-220 ◽  
pp. 874-877
Author(s):  
Qi Yue
Keyword(s):  
Data Mining ◽  
Large Scale ◽  
Relative Size ◽  
Predictive Ability ◽  
Top Management ◽  
Management Turnover ◽  
Acquisition Performance ◽  
Top Management Turnover ◽  
Large Scale Data ◽  
Large Survey

With a descriptive and predictive ability, data mining can discover the hidden patterns of data from a large-scale data warehouse by precise mathematical means, which is valuable for decision making, especially for corporate top management. With a regression analysis based on a large survey data, this paper examines an important issue concerned to corporate acquisition. It is found that acquisition performance is positively influenced by organizational adjustment, top management turnover, buyers’ experience, target firm’s performance, and business relevance, and negatively influenced by region distance, shareholding ratio, state-owned shares of buyers, and relative size. The founding can have some theoretical value for corporate decision on the process of acquisitions and how to enhance acquisition performance and also indicate the practical value of data mining technology.

The impact of cloud-enabled process integration on supply chain performance and firm sustainability: the moderating role of top management

2018 ◽  
Vol 23 (6) ◽  
pp. 500-517 ◽  
Author(s):  
Himanshu Shee ◽  
Shah Jahan Miah ◽  
Leon Fairfield ◽  
Nyoman Pujawan
Keyword(s):  
Supply Chain ◽  
Information And Communication Technologies ◽  
Structural Equation ◽  
Moderating Effect ◽  
Top Management ◽  
Supply Chain Performance ◽  
Unique Contribution ◽  
Content Type ◽  
The Impact ◽  
The Relationship

PurposeTheorising from the intersection of supply chain and information systems (IS) literature, this study aims to investigate supply chain integration (SCI) as a multidimensional construct in the context of cloud-based technology and explores the effect of cloud-enabled SCI on supply chain performance, which will eventually improve firm sustainability from a resource-based view (RBV). In addition, the moderating effect of top management is explored.Design/methodology/approachUsing cross-sectional survey data collected from a sample of 105 Australian retail firms, this study used structural equation modelling to test the hypothesised relationship of cloud-enabled SCI with performance in a theoretical model.FindingsResults show that cloud-based technology has positive effect on SCI, and the cloud-enabled SCI is positively related to supply chain performance which eventually influenced firm sustainability. Further, top management intervention moderates the relationship between supplier and internal integration with supply chain performance. But it is found to have no moderating effect on the relationship between customer integration and supply chain performance.Practical implicationsRecognising the potential benefits of emerging cloud-based technologies reported in this study, retail managers need to understand that higher order SCI requires the support of cloud-based technology to improve supply chain performance and firm sustainability.Originality/valueThis research extends prior research of information and communication technologies-enabled SCI and its effect on supply chain performance which overly remains inconsistent. In addition, IS literature abounds with discussion on cloud computing technologyper se, and its adoption in supply chain is overly rhetoric. This study fills this gap by conceptualising the multiple dimensions of SCI enabled by cloud-based technology and the way it affects supply chain and firm sustainable performance. Investigating SCI in context of cloud-based technology is a unique contribution in this study. The moderating effect of top management in this decision also adds to the current body of literature.

Do extrinsic motivation and organisational culture additively strengthen intrinsic motivation in online knowledge sharing?

2019 ◽  
Vol 50 (1) ◽  
pp. 75-93 ◽  
Author(s):  
Tuyet-Mai Nguyen
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Extrinsic Motivation ◽  
Organisational Culture ◽  
Moderating Effect ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
The Relationship

Purpose This study aims to examine the relationship between intrinsic motivation and online knowledge sharing intentions (KSIs) and the moderating effect of extrinsic motivation and organisational culture on this relationship. The influence of online KSI on two dimensions of online knowledge sharing behaviour, knowledge donating and knowledge collecting, was also investigated. Design/methodology/approach Based on the extensive literature review, a questionnaire was designed. In total, 290 questionnaires from employees in Vietnamese companies in the banking and insurance industry were collected and tested using structural equation modelling. Statistical analysis was conducted using SPSS and PLS 3 software to examine the research hypotheses. Findings This study found that rewards and reciprocity undermined the influence of self-enjoyment on online KSI, while top management support and social interaction ties undermined the relationship between self-efficacy and online KSI. Top management support positively moderated the effect of self-enjoyment on online KSI. The results also suggested that online KSI was a good predictor of online knowledge donating and collecting. Originality/value Little is empirically known about the moderating effect of extrinsic motivation and organizational culture on intrinsic motivation. The study brings new insights to further understand about online knowledge sharing in an organisation.

scholarly journals Does Public Service Performance Affect Top Management Turnover?

2010 ◽  
Vol 20 (Supplement 2) ◽  
pp. i261-i279 ◽  
Author(s):  
G. A. Boyne ◽  
O. James ◽  
P. John ◽  
N. Petrovsky
Keyword(s):  
Public Service ◽  
Service Performance ◽  
Top Management ◽  
Management Turnover ◽  
Top Management Turnover
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