Top Management Team Intrapersonal Functional Diversity and Adaptive Firm Performance: The Moderating Roles of the CEO–TMT Power Gap and Severity of Threat

While usually argued to be improving firm performance, the effect of top management team (TMT) functional diversity on firm performance is mixed. Bridging the TMT diversity, team adaptation, and threat-rigidity literature, we present a contingency model in which the relationships between intrapersonal functional diversity (at both CEO and TMT levels) and adaptive firm performance depend on the CEO–TMT power gap and severity of threat. To test our hypotheses, 270 firms, which have been severely affected due to the COVID-19 pandemic, were selected from China's A-share listed companies. Multiple regression analyses have shown that a moderation of CEO intrapersonal functional diversity's effect on adaptive firm performance by the CEO–TMT power gap is moderated by the severity of threat. However, no significant main or interaction effect of TMT intrapersonal functional diversity was found. The findings of this study have implications for the recovery or improvement of firm performance in threat situations.

The Kurdish Civil War and Peace Negotiations, 1994–1998

The Kurdish Civil War between the military forces of the Kurdistan Democratic Party (KDP) and the Patriotic Union of Kurdistan (PUK) began in 1994. Despite frequently occurring peace talks throughout the conflict, negotiations failed to bring about a durable settlement until the United States brokered the Washington Peace Agreement in 1998. This research explores why the earlier negotiations were unsuccessful, and whether it was only the US mediation in 1998 which made the difference. Although the US mediation was clearly an important factor, by employing the contingency model this research argues that both contextual variables and process variables determined the success of negotiations in 1998. Furthermore, they can explain the failure of the previous 4 years of negotiations.

Origin of the Indus ophiolite linked to the mantle transition zone (410–660 km)

ABSTRACT The southeast Ladakh (India) area displays one of the best-preserved ophiolite sections in this planet, in places up to 10 km thick, along the southern bank of the Indus River. Recently, in situ, ultrahigh-pressure (UHP) mineralogical evidence from the mantle transition zone (MTZ; ∼410–660 km) with diamond and reduced fluids were discovered from two peridotite bodies in the basal mantle part of this Indus ophiolite. Ultrahigh-pressure phases were also found by early workers from podiform chromitites of another coeval Neo-Tethyan ophiolite in southern Tibet. However, the MTZ phases in the Indus ophiolite are found in silicate peridotites, but not in metallic chromitites, and the peridotitic UHP phases show systematic and contiguous phase transitions from the MTZ to shallower depth, unlike the discrete UHP inclusions, all in Tibetan chromitites. We observe consistent change in oxygen fugacity (fO2) and fluid composition from (C-H + H2) to (CO2 + H2O) in the upwelling peridotitic mantle, causing melting to produce mid-ocean-ridge basalt (MORB). At shallow depths (<100 km) the free water stabilizes into hydrous phases, such as pargasitic amphibole, capable of storing water and preventing melting. Our discoveries provide unique insights into deep sub-oceanic-mantle processes, and link deep-mantle upwelling and MORB genesis. Moreover, the tectonic setting of Neo-Tethyan ophiolites has been a difficult problem since the birth of the plate-tectonics concept. This problem for the origin of ophiolites in mid-ocean-ridge versus supra-subduction zone settings clearly confused the findings from Indus ophiolites. However, in this contribution, we provide arguments in favor of mid-ocean-ridge origin for Indus ophiolite. In addition, we venture to revisit the “historical contingency” model of E.M. Moores and others for Neo-Tethyan ophiolite genesis based on the available evidence and have found that our new results strongly support the “historical contingency” model.

Testing of Strategic Management Accounting Contingency Model on SME Performance in Maluku

The sustainability of SMEs is supported by various important factors, both financial and non-financial. This study examines non-financial factors, namely the management accounting adoption model on the performance of SMEs in Maluku. The sample of this study consisted of 63 UKM units located in Ambon City, SBB Regency and Central Maluku Regency. The testing of management accounting adoption contingency models is carried out using path analysis. The result showed that management accounting adoption is a mediator of the relationship between the level of innovation and technology adoption in manufacturing activities with the performance of SMEs. However, this study has not succeeded in proving the relationship between manager characteristics and managers' perceptions of environmental uncertainty with the decision to adopt strategic management accounting by business units. These results indicate that there is a need for further introduction to the benefits of a strategic management accounting system as an important instrument in streamlining the business value chain.

Enhancing brand experience in the online social media network context: a contingency perspective

Purpose Marketing and branding literature has provided important insights into the context, environment and individual factors that shape customer brand experience. However, a holistic view on context and environmental influence on enhancing brand experience, specifically in the online social media network context, has not been considered. In addition, main focus of the previous research is on antecedent and consequence of brand experience rather strategy for enhancing brand experience. This paper aims to propose a contingency model for enhancing brand experience to provide a more holistic framework in the uncertain and complex nature of online social media network. Design/methodology/approach The proposed framework is based on previous literature that is identified and integrated to propose effectiveness of the contingent determinants on brand experience in different interactional circumstances. Findings The proposed framework implies that brand characteristics and interactive complexities of online social media networks cause contingency to the marketers or brands’ strategic attempt in delivering superior brand experience in online social media network context. These forces are as follows: online social media network characteristic (interactivity); brands’ co-creation characteristics (consumers’ and stakeholders’ participation); brand’s technical and operational competency (brands’ knowledge, ease of interactive platform); internal human resource characteristics (employees’ behaviour, brands culture, brands reputation); and customer interactive characteristics (customer demographic characteristics, customer motivation, customer attitude). These identified forces can be optimized to formulate strategies in the interactive medium for enhancing brand experience. Research limitations/implications This paper proposes a contingency model as well as research propositions that need to be validated and confirmed empirically. While narrowing down the current identified gap in brand experience literature by proposing a novel perspective to the concept, this research broadens and deepens understanding of the concept of brand experiences, how it is linked to the context and contextual factors. This contingency framework elucidates the resources that marketers, practitioners can use to enhance, limit or maintain all the dimensions within brand experience. Originality/value A holistic view on context and environmental influence on enhancing brand experience, specifically in the online social media network context, has not been considered so far. Although literature demonstrates the positive outcome of brand experience, little attention has been paid to enhancing customer brand experience, specifically in the context of online social media networks with various complex forces acting and influencing the way customers experience a brand.