Enhancing performance in small professional firms through vision communication and sharing

Jing, Fenwick Feng; Avery, Gayle C.; Bergsteiner, Harald

doi:10.1007/s10490-013-9345-9

Cited by 33 publications

(49 citation statements)

References 53 publications

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“…Two recent studies into pharmacy management are consistent with both the above theories, concluding that outlets providing a warm climate and where managers and employees share a vision, experience enhanced performance on multiple measures – staff satisfaction, customer satisfaction, financial performance, productivity, and both manager and staff retention (Jing, Avery and Bergsteiner , ).…”

mentioning

confidence: 63%

“…() reported that long‐incumbent managers of football organisations were associated with performance far above the average. In retail pharmacies, Jing, Avery and Bergsteiner (, ) reported that managers stayed longer under conditions of visionary leadership and a warm climate, and that performance was higher under long‐tenured managers. Longer tenure may benefit performance by enabling managers and employees to build relationships with customers, who then are likely to return when they need advice, which can be quite personal when it concerns a person's health.…”

Section: Discussionmentioning

confidence: 99%

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Enhancing multiple dimensions of performance in small professional firms through leader–follower trust

Jing

Avery

Bergsteiner

2013

Asia Pac J Human Res

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This study reports a range of positive effects of trusting relationships between leaders and followers on multiple measures of performance in small professional service firms. Six performance measures were used: financial outcomes, staff and customer satisfaction, productivity, and staff and manager tenure. Predictions that firms with high levels of manager–follower trust would outperform their low‐trust peers were supported on all measures. Importantly, the findings indicated that retaining managers and staff in small firms is associated with high levels of manager–follower trust.

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mentioning

confidence: 63%

Section: Discussionmentioning

confidence: 99%

Enhancing multiple dimensions of performance in small professional firms through leader–follower trust

Jing

Avery

Bergsteiner

2013

Asia Pac J Human Res

Self Cite

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“…The results are aligned with previous studies linking individual SL practices to aspects of corporate financial performance. Some supporting literature linking these practices to favorable financial performance include amicable labor relations [77], valuing employees [19,78], social responsibility [53,79], plus a strong and shared vision [45,51].…”

Section: Discussionmentioning

confidence: 99%

“…Many scholars [16,[34][35][36] advocate individual Honeybee practices as the strategic foundation for sustainable enterprises. More recent literature [49][50][51] also concluded that SL practices drive business performance, particularly in the context of SMEs. In a nutshell, Honeybee practices demonstrably drive organizations towards a range of superior business outcomes including financial performance, thereby contributing to the sustainability of an enterprise.…”

Section: Sustainable Leadership: a Theoretical Frameworkmentioning

confidence: 99%

“…Numerous research studies link specific SL practices to enhanced financial performance. Examples include: valuing staff [52]; social responsibility [53,54]; knowledge sharing and retention [55,56]; strong and shared vision [51,57]; innovation [58,59]; high quality [19,60]; and teamwork together with a strong culture [22,61]. However, these studies were done in diverse contexts and using different samples and measures.…”

Section: Relationship Between Sustainable Leadership and Corporate Fimentioning

confidence: 99%

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Sustainable Leadership Practices Driving Financial Performance: Empirical Evidence from Thai SMEs

Suriyankietkaew

Avery

2016

Sustainability

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Many managers and researchers alike are asking: What does an enterprise need to do to generate a proper balance between economic, social, and ecological objectives while gaining superior corporate financial performance, resilience, and sustainability? Several leadership concepts for enhancing organizational sustainability have emerged in recent years, but none provides an integrative approach, with the exception of Sustainable Leadership (SL). However, empirical research examining the effects of various SL practices on financial performance and other business outcomes is lacking. This article addresses this gap by empirically investigating the relationships between 23 SL practices and financial performance. Using a cross-sectional survey, data stem from 439 managers in small and medium-sized enterprises (SMEs) in Thailand. Of the 23 SL practices in SL, 16 were significantly associated with corporate financial performance. Four SL practices, in particular-amicable labor relations, valuing employees, social responsibility, plus strong and shared vision-were significant drivers, and positive predictors, of enhanced long-term firm performance. Lastly, implications, limitations, and future directions are discussed.

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Top‐down and bottom‐up strategies for the implementation of corporate social responsibility: A qualitative survey of an internationalITservices company

Gotsch

Gandenberger

Serafimov

et al. 2022

Corp Soc Responsibility Env

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Despite a large body of research on corporate social responsibility (CSR), there has been little research on the actual implementation of CSR strategies in companies.Therefore, this article examined top-down and bottom-up approaches for implementing sustainability at company level. For our survey, we chose a large IT services company, which is one of the global leaders in the Software as a Service (SaaS) business. Based on theoretical foundations, namely the Social Identity Theory and the Social Exchange Theory, six interviews were conducted with employees and managers of the company. Our results show that the company's vision and values strongly influence the employees' sustainable work activities and behavior. In addition, the employees also have options for shaping the sustainability strategy within the framework they are given. Concluding, the article shows the advantages of integrating both top-down and bottom-up approaches, and identifies options for companies implementing sustainability.

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Enhancing performance in small professional firms through vision communication and sharing

Cited by 33 publications

References 53 publications

Enhancing multiple dimensions of performance in small professional firms through leader–follower trust

Enhancing multiple dimensions of performance in small professional firms through leader–follower trust

Sustainable Leadership Practices Driving Financial Performance: Empirical Evidence from Thai SMEs

Top‐down and bottom‐up strategies for the implementation of corporate social responsibility: A qualitative survey of an internationalITservices company

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