Programa del congreso

Objectives

The paper aims at analysing the relationship between strategic leadership and employee’s promotive voice. In addition, the mediating role of increasing challenging job demands and decreasing hindering job demands as well as the moderating effect of empowering HR practices are studied.

Theoretical framework

Many questions remain unanswered in relation to employees’ promotive voice. In this context, the effect of strategic leadership on this variable becomes fundamental. However, this effect in its own may become insufficient. The study that some dimensions of job crafting have on that relationship and the implementation of some empowering HR practices may contribute to better explain the effect on promotive voice.

Methodology

A quantitative two-wave study has been carried out on a sample of 132 employees from Spanish SMEs belonging to the healthcare sector. To test our hypotheses we have applied the PLS-SEM method.

Results/Implications

Evidence obtained indicates that SL by itself does not promote promotive voice. But, there is a mediating effect of the two dimensions of job crafting in that relationship. Additionally, we found that empowering HR practices do not help strategic leadership to reduce the negative aspects of employee’s workplace.

This paper investigates the impact of stakeholder engagement strategies on firm performance across different institutional contexts. Drawing on a dataset comprising 5,576 large listed international companies from 2005 to 2020, we explore how increased involvement with nonfinancial and financial stakeholders influences financial outcomes in liberal and coordinated market economies. Our findings reveal contrasting effects: in liberal economies, heightened investment in financial stakeholder relationships hinders financial performance, while prioritizing non-financial stakeholders yields positive returns. Conversely, in coordinated economies, focusing on financial stakeholders enhances financial performance, whereas integrating non-financial stakeholder interests sustains positive returns. By examining these dynamics, our study sheds light on the nuanced interplay between stakeholder strategies and firm performance within diverse institutional frameworks, offering valuable insights for managerial decision-making and advancing stakeholder strategy research.

This study aims to analyse the impact of interlocked former politicians directors on acquisition decisions, and the role of industry digitalisation in such decisions, providing a better understanding of the interaction between internal characteristics of the firm and the level of business digitalisation of the industry while analysing the duration of the acquisition process.

We use Resource Dependency, where there is a stream that views board connections as highly informative resources with regard to acquisition decisions, and Contingency Theories, which argue that the success of the acquisition process varies depending on the internal characteristics of the firms and on their external contexts

We employed a Structural Equation Modeling (SEM) framework to derive the business digitization index, a confirmatory factor analysis model and a system GMM regression approach to estimate our theoretical model.

Our findings show that firms with a larger number of interlocked politicians can shorten the negotiation time of acquisitions. Furthermore, we found that the relationship between interlocked politicians and acquisitions completion is greater in heavily digital industries than in less digital industries. These findings have implications related to digitalisation as critical component to improve the agility of boards of directors in acquisition decisions and completion.

Objectives: Prior research highlights that domestic (foreign) owners tend to favor communitarian (contractarian) pressures on managers, reducing (increasing) the propensity for employee downsizing. This study investigates whether organizational distance—specifically, an increasing number of intermediate subsidiaries separating a given firm from its ultimate owner—reduces this divergence by compartmentalizing reputation and enabling communitarian-oriented owners to adopt a more contractarian approach towards organizationally distant firms.

Theoretical framework: Institutional logics and rent appropriation perspectives.

Method: We employ panel linear probability models to analyze the downsizing propensity of 24,705 firms covering 15 Western European countries for the period 2012-2022.

Findings/implications: We find that organizational distance diminishes the negative effect of domestic ownership on downsizing propensity. Moreover, our research reveals that organizational distance does not change domestic owners’ downsizing behavior if the legal system perceives the group as an “economic unity,” or if the subsidiary exhibits characteristics indicating closer alignment with headquarters. Such characteristics include the presence of family managers within the group, industry or geographical proximity, and similarity in subsidiary-parent names. Overall, we provide new insights into the variations in downsizing behavior among firms and how the legal organization of corporate groups can be leveraged to reconcile diverse and sometimes conflicting institutional logics concerning employee rent appropriation.