coercive pressure
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2021 ◽  
Vol 1 (4) ◽  
pp. 16-23
Author(s):  
A.O. Zhukov ◽  
I.N. Kartsan

In this paper, it is proposed to assess the effectiveness of the logistics support system under given conditions of interstate confrontation with the use of non-military methods of coercive pressure, taking into account the set of macroeconomic parameters of socio-economic development of the state. This will make it possible to assess the effectiveness of production and transport and logistics chains at the system level, taking into account changes in the basic parameters that characterize the socio-economic development of the state.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hao Jiao ◽  
Jifeng Yang ◽  
Yu Cui

Purpose When considering the influence of external social, technical and political environments on organizations’ open innovation behavior, especially in emerging markets, institutional theory is especially salient. This study aims to answer the question of how to integrate organizations’ external institutional pressures and internal knowledge structure to mitigate the challenges in the open innovation process. Design/methodology/approach This study uses a sample of 2,126 observations from the 2012 World Bank Enterprise Survey. A multivariate regression model is designed to explore the impact of external institutional pressure (i.e. coercive pressure, mimetic pressure and normative pressure) on open innovation, as well as the moderating effect of digital knowledge and experience-based knowledge. Findings The results show that institutional pressure has a positive role in promoting open innovation; digital knowledge weakens the positive relationship between institutional pressure and open innovation; experience-based knowledge strengthens the positive relationship between institutional pressure (especially coercive pressure) and open innovation. Originality/value This study combines institutional theory and knowledge management to enriches insights into open innovation in emerging markets. Beyond recognizing the inherent multidimensionality of the concept of institutional pressure, this study creates an integrated path for the legitimacy acquiring of enterprises through the knowledge structure design (i.e. digital knowledge and experience-based knowledge). It also deepens the institutional pressure to enable the implementation of digital knowledge to manage open innovation processes.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Katri Kauppi ◽  
Davide Luzzini

Purpose Increasing amount of empirical research in operations and supply chain management is using institutional theory as its theoretical lens. Yet, a common scale to measure the three institutional pressures – coercive, mimetic and normative – is lacking. Many studies use proxies or a single, grouped, construct of external pressures which present methodological challenges. This study aims to present the development of multi-item scales to measure institutional pressures (in a purchasing context). Design/methodology/approach First, items were generated based on the theoretical construct definitions. These items were then tested through academic sorting and an international survey. The first empirical testing failed to produce reliable and valid scales, and further refinement and analysis revealed that coercive pressure splits into two separate constructs. A second q-sorting was then conducted with purchasing practitioners, followed by another survey in Italy to verify the new measurement scale for four institutional pressures. Findings The multimethod and multistage measurement development reveals that empirically the three institutional pressures actually turn into four pressures. The theoretical construct of coercive pressure splits into two distinct constructs: coercive market pressure and coercive regulatory pressure. Originality/value The results of the paper, namely, the measurement scales, are an important theoretical and methodological contribution to future empirical research. They present a much-needed measurement for these theoretical constructs increasingly used in management research.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hui-Ming Kuo ◽  
Tse-Lu Chen ◽  
Chung-Shan Yang

PurposeThe purpose of this study is to empirically evaluate the impact of coercive pressure, normative pressure and mimetic pressure on digital transformation and benefits in the maritime shipping context.Design/methodology/approachThe authors collect data from a survey of 119 shipping companies, shipping agencies, port corporations and shipping forwarders in Taiwan and apply a structural equation model to test the research hypotheses.FindingsFour conclusions can be drawn: First, digital transformation mainly results from coercive pressure and mimetic pressure. Second, another positive and important source of pressure for shipping digital transformation is the fact that competitors are gradually undergoing digital transformation and have gained recognition from customers. Third, shipping professional organizations and association (e.g. IACS, IAPH, Baltic International Maritime Commission) must keep up with the trend toward digital transformation and put forward guidelines and recommendations that can be followed in order to lead the maritime shipping industry. Fourth, digital transformation has great potential to help deliver the benefits (i.e. improve efficiency, relationship with customers and sustainability).Originality/valueThis research explores the digital transformation of the shipping industry through the lens of institutional theory. The results show that digital transformation is mainly due to coercive pressure and mimetic pressure. Digital transformation has been found to bring benefits that can help shipping operators allocate their resources effectively, thereby increasing operational efficiency, improving relationships with customers and enhancing sustainability.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Badri Munir Sukoco ◽  
Elisabeth Supriharyanti ◽  
Sabar ◽  
Ely Susanto ◽  
Reza Ashari Nasution ◽  
...  

PurposeTo examine three dimensions of organisational change capacity (OCC) which have been proposed sequentially in the following order: OCC for change will affect process capacity for change and develop context capacity for change. Specifically, this study explores the moderating effects of coercive pressure.Design/methodology/approachTo test the proposed hypotheses, this study conducted survey among middle-level leaders of the 11 top universities (autonomous higher education institutions – AHEIs) in Indonesia. This study used a sample of 92 respondents, deans 21 and vice deans 71 of 11 top Indonesian universities. To test data processing using the SmartPLS 3.0 tool.FindingsThe findings indicate that learning capacity for change is the starting point of OCC, and it influences process capacity and context capacity for change. Coercive pressure strengthens the relationship between learning capacity and context capacity for change. Further, context capacity for change determines organisational performance.Originality/valueThis study empirically examines the OCC construction mechanism as follows: learning capacity for change influences process capacity for change and then has an effect on the OCC for change, which ultimately affects organisational performance.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jie Yang ◽  
Yuan Wang ◽  
Qiannong Gu ◽  
Hongming Xie

PurposeThis study aims to examine the impact of the supplier's coercive and cognitive pressures on a manufacturer's green purchasing decision-making process and the resultant implications in terms of operational and environmental performances.Design/methodology/approachPath analysis is performed to test the hypothesized linkages.FindingsThis study finds that the supplier's coercive pressure, environmental focus and socio-cultural responsibility will lead a firm to more successful implementations of green purchasing, which, in turn, results in improved operational and environmental performances. The study findings reveal that the commercial values of green purchasing in addition to social and political obligations will promote the adoption of green purchasing in supply chain management practice.Originality/valueThis study helps business managers understand the impacts of the supplier's coercive and cognitive pressures on green purchasing and the manufacturer's resultant performances. In particular, coercive pressure is operationalized by the supplier's coercive pressure and environmental regulatory pressure, while cognitive pressure is reflected in the supplier's environmental focus and socio-cultural responsibility. This study contributes to the extant theories and enriches the literature on green purchasing.


2021 ◽  
Vol 13 (6) ◽  
pp. 3175
Author(s):  
Yong Ming Wang ◽  
Waqar Ahmad ◽  
Muhammad Arshad ◽  
Hong Li Yin ◽  
Bilal Ahmad ◽  
...  

Based on institutional theory, the current study examines the relationship of coordination, job security, psychological safety, and coercive pressure with employees’ performance. Further, coercive pressure is treated as a boundary condition between coordination, job security, and psychological safety with employees’ performance. A survey method was used to collect data from 235 faculty members of higher education institutions (HEIs) in Pakistan. Study results show that there is a positive and significant relationship between job security and coordination with employees’ performance. The results also reveal that coercive pressure moderates job security, coordination, and psychological safety with employees’ performance. Implications for organizations and HEIs administration are discussed.


Author(s):  
Rolfe King

In this article I argue that if conscience, working properly, involves some form of ‘moral tug’, then this is incompatible with the state of ‘quiescence’ put forward as a central element of Eleonore Stump’s account of repentance. Quiescence is also a key notion for Stump’s theodicy in Wandering in the Darkness and Stump’s thesis in her book, Atonement. Quiescence is about an inactive, or neutral, or stationary, state of the will prior to turning to the good, or God, through receiving God’s saving grace. But if God exerts a non–coercive pressure on people through their conscience to turn to him, and turn from evil, then this drawing towards the good, or tugging away from evil, can only be yielded to, or resisted. There is no neutral state. I give examples of language such as being ‘bound’ to obey one’s conscience, which seem to reflect such non–coercive pressure. I conclude by commenting on free will.


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