On the elements and practices of monitoring

Yang, Der-Yuan

doi:10.1016/j.jebo.2006.02.008

Cited by 4 publications

(4 citation statements)

References 29 publications

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“…While the finding that lead-firm facilitators per se are perceived as more self-interested than third-party facilitators reflects the basic proposi-tions as brought forward by agency theory (e.g. Holmström, 1979;Spence, 1973;Yang, 2008), it is striking that lead-firm facilitators are very aware of the risks associated with a lack of integrity-based trust and practices influenced by self-interest. Despite being both manager of the lead firm and network facilitator, they 'put emphasis on being a neutral network facilitator' (Interview 26), abstain from acting self-interestedly or exploiting differentials in bargaining power, and accept monitoring mechanisms in order to build a reputation of trust and to keep firms from leaving the network.…”

Section: Discussionmentioning

confidence: 86%

“…They are expected to process information, coordinate social interaction and configure demand-oriented measures that best advance the network (Harland et al, 2004). However, conflicts of interest and thus agency conflicts can emerge if a facilitator is driven by a 'hidden agenda' of selfinterest and implements self-interested measures, resulting in the risk of harm to other network firms (Ahuja, Soda and Zaheer, 2012;Sanou, Le Roy and Gnyawali, 2016;Yang, 2008).…”

Section: Network Facilitation Practicesmentioning

confidence: 99%

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Towards a Theory of Network Facilitation: A Microfoundations Perspective on the Antecedents, Practices and Outcomes of Network Facilitation

Mueller

2021

British J of Management

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Firms cooperate in inter-firm networks to foster their competitiveness and improve their innovation outcomes. In many cases, network facilitators who are either embedded in a lead firm or a third-party organization manage the cooperation among the network firms. This qualitative study adopts a microfoundations perspective to investigate the behavioural antecedents of the network facilitators, their facilitation practices and the related network-level outcomes. Results show that lead-firm facilitators more strongly invest in trust-building measures since they are considered deficient in benevolence and integrity. Without these investments, they run the risk that conflicts of interest hinder the stimulation of positive network-level outcomes. Third-party facilitators, by contrast, enjoy certain credits of trust and focus on balancing firm interests from the network's activation, but need to invest in enhancing their competencies and skills with regard to the industry the firms operate in. The findings contribute to developing a theory of network facilitation by providing a nuanced understanding of how network-level outcomes can be reduced to individual-level factors.

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Section: Discussionmentioning

confidence: 86%

Section: Network Facilitation Practicesmentioning

confidence: 99%

Towards a Theory of Network Facilitation: A Microfoundations Perspective on the Antecedents, Practices and Outcomes of Network Facilitation

Mueller

2021

British J of Management

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“…[18]. The second relies on a redefinition of management towards that of a mutually beneficial relationship based on trust in which the employee working with his or her peers takes full ownership and responsibility for the specification, provision and quality control of the outputs.…”

Section: Proposed Solution-employee Trust and Teamworkmentioning

confidence: 99%

It's time for management version 2.0: Six forces redefining the future of modern management

McDonald¹

2011

Futures

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“…First, in all four, actors strategically channel benefits to self, kin, or social partners. Indeed, actors are known to use corrupt acts to build and maintain social relationships [ 22 – 24 ], obtain resources [ 25 – 27 ], and avoid undesirable costs [ 28 , 29 ]. Second, in all four, an actor's behavior violates national or international laws or norms.…”

Section: Introductionmentioning

confidence: 99%

Corruption and the Other(s): Scope of Superordinate Identity Matters for Corruption Permissibility

Pisor

Gurven

2015

PLoS ONE

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The decision to engage in corruption—public and private corruption, nepotism, and embezzlement—is often attributed to rational actors maximizing benefits to themselves. However, the importance of reciprocal relationships in humans suggests that an actor may weigh the costs of harms of her corrupt behavior to individuals who may generate future benefits for her. We hypothesize that actors who have a larger circle of actual and potential social partners will have more individuals to consider when generating harms and will thus be less likely to find corrupt acts permissible than actors with smaller circles of valued others. Using data from the World Values Survey and European Values Study (WVS), we explore whether participants with a larger geographic identity or a greater number of group memberships (i.e. a larger scope of actual and potential social partners) are less likely to find accepting bribes permissible. We find mixed support for our hypotheses, but consistently find that WVS participants with local, country, continent, or world geographic identities are less likely to find accepting a bribe permissible than those with regional identities—that is, actors whose primary identities that encompass more than their region find corruption less permissible. We discuss the importance of considering an actor’s valuation of others when modeling corruption persistence, noting that establishing scopes of positive valuation is a precursor to predicting where actors will target benefits and shunt costs.

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On the elements and practices of monitoring

Cited by 4 publications

References 29 publications

Towards a Theory of Network Facilitation: A Microfoundations Perspective on the Antecedents, Practices and Outcomes of Network Facilitation

Towards a Theory of Network Facilitation: A Microfoundations Perspective on the Antecedents, Practices and Outcomes of Network Facilitation

It's time for management version 2.0: Six forces redefining the future of modern management

Corruption and the Other(s): Scope of Superordinate Identity Matters for Corruption Permissibility

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