Research has found many positive benefits to person‐organization (PO) fit, for both individuals and the organization. However, PO misfit has received far less attention in the literature. In this article, we look specifically at PO misfit caused by the differing political values and beliefs of the CEO and employee. We argue that CEO activism influences employee perceptions of ideological misfit (IM), whereby differing political beliefs between employees and their activist CEO can impact workplace outcomes. We consider how peer group reactions, ethical climate, external needs fulfillment, and moral identity serve as boundary conditions for perceptions of PO misfit and related organizational outcomes. We also examine antecedents of CEO activism. Drawing on academic literature from both the micro and macro perspectives of management research, we introduce a conceptual model and discuss implications for the firm and its employees.
Research Summary Although there is growing recognition of the importance of nonmarket strategies in ensuring favorable outcomes for firms, most of the research on corporate political activity (CPA) in the U.S. has focused on domestic firms. However, foreign firms are also actively involved in lobbying in the U.S. We identify several predictors of foreign firm CPA using an institutional perspective. Based on a sample of 1,701 publicly listed foreign firms from 37 different countries during the period 1998–2014 and using penalized maximum likelihood and Poisson estimators, we find that the cultural‐cognitive, normative, and regulative institutional characteristics of the home countries of the foreign firms can explain a firm's willingness to engage in CPA in the U.S., over and above firm and industry‐level factors. Managerial Summary There is growing recognition of the importance of nonmarket strategies in ensuring favorable outcomes for firms. However, most of the research on corporate political activity (CPA) in the U.S. has focused on domestic firms. Foreign firms are also active participants in CPA in the U.S. In this article, we try to identify the country‐level predictors of foreign firm CPA, more specifically their lobbying activities, using data on 1,701 publicly listed foreign firms from 37 different countries during the period 1998–2014. Our results indicate that country‐level institutional factors influence a foreign firm's likelihood of engaging in CPA in the U.S. above and beyond more well‐known firm and industry‐level variables.
Purpose Many multinational corporations that originate from emerging economies (emerging market multinational corporations (EMNCs)) opt for acquiring a target firm in a developed market to expediently upgrade their strategic capabilities. To successfully achieve their strategic goals in the developed markets, EMNCs may use market actions and nonmarket actions to mitigate the potential risk derived from the national political differences between their home emerging economy and host developed economy. This paper aims to extend the legitimacy-based view of political risk to study the influence of political animosity – defined as misalignment of the host-home countries’ national interests – on the EMNCs’ market and nonmarket strategy in a developed market. Design/methodology/approach In this paper, we examine all EMNCs that made cross-border acquisitions of the USA targets from 2005 to 2011. The final sample consists of 252 acquisitions originating from 25 emerging markets. This paper used Tobit regression analysis to test the direct and moderating hypotheses. Findings Facing a high level of political animosity between their home country and the host developed economy, EMNCs use a market strategy by acquiring less ownership stake in the developed market, as well as engage in a nonmarket strategy by increasing lobbying activities. In addition, because of the heightened legitimacy concerns of developed market shareholders, cross-listed EMNCs have a greater tendency than non-cross-listed EMNCs to improve their legitimacy through their market and nonmarket strategy. Originality/value The current paper sheds light on EMNCs’ international strategy in developed markets by examining both market and nonmarket actions. EMNCs are shown to be strongly motivated to engage in acquisitions in developed markets so they can acquire invaluable strategic resources, such as brands and distribution channels, to compete with the developed market multinationals. A sophisticated ownership strategy and corporate political activities are invaluable for EMNCs to catch up with developed market multinationals.
We examine how regulatory intensity and increases in regulation affect the nonmarket activities of firms. Using a signaling theory perspective, we seek to better understand how firms respond to regulation in terms of corporate social responsibility (CSR) and corporate political activity (CPA), the two main pillars of nonmarket activity. Examination of both CSR and CPA in concert rather than in isolation provides insights into whether they are complements or substitutes. We use textual analysis of the US Code of Federal Regulations to measure regulatory intensity and increases in regulation. Based on a sample of 331 S&P 500 firms for the period 1998–2014, our findings suggest that regulatory intensity leads to more nonmarket responses from firms. We also find support for nonlinear relationships between CSR and CPA.
Introduction The purpose of this study was to conduct an exploratory evaluation of employee professional quality of life and factors associated with it at an emergency medical service (EMS) agency in northeast Texas in the United States. Initially, we intended to evaluate typical day-to-day factors, however we ended up capturing these factors during the unique environment of the COVID-19 pandemic. Methods We conducted an exploratory cross-sectional survey at an EMS agency in northeast Texas in November 2020. Surveys were web-based and anonymous. They included the ProQOL 5, the Survey of Perceived Organizational Support, the Brief Resilience Survey, the RAND Social Support Survey Instrument, the Kessler-6, the Workplace Incivility Scale-Revised, the General Self-Efficacy Scale and the Brief Cope Scale. Results The survey had a response rate of 19% (38 participants). Findings suggest a positive relationship between utilising religion as a coping mechanism and higher compassion satisfaction. There was also a relationship associated between increased perceived organisational support leading to an increase in compassion satisfaction. The most significant predictors of burnout were two different coping mechanisms. Those who relied more heavily on behavioral disengagement and those who employed humour as a coping mechanism displayed average increased levels of burnout. Finally, those who experienced workplace incivility and those who relied on self-blame as a coping mechanism experienced on average higher levels of secondary traumatic stress. Conclusion This study adds to the limited literature examining coping mechanisms, stress and burnout in EMS personnel. It is also unique for examining how EMS personnel are coping with stress during a prolonged pandemic.
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