Team and organizational resources, strategic orientations, and firm performance in a transitional economy

Lau, Chung‐Ming

doi:10.1016/j.jbusres.2011.01.001

Cited by 58 publications

(40 citation statements)

References 56 publications

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“…Finally, this research contributes to extend knowledge about the impact of CSR on company performance beyond the US-EU, in the context of an emerging economy with a diverse socioeconomic and cultural context, an initiative that has been called for in the literature (e.g., Lau, 2011;Waldman et al, 2006). One can thus conclude that companies traded in the Brazilian stock market that invested on pension plans heaped strong and enduring benefits in the short, medium and long terms; those that invested on employee formal education heaped benefits as soon as the investments were made and in the medium term; and those that made stronger investments in healthcare and profit sharing heaped financial gains in the long term, within up to two years after such investments had been made.…”

Section: Discussionmentioning

confidence: 99%

“…: Cegarra-Navarro et al, 2016;Inkinen, 2016). Employee development and managerial competence development are relevant I-CSR investments that can impact company operations (Agan et al, 2016;Chen & Huang, 2009;Ferraz & Gallardo-Vazquez, 2016), particularly in transitional economies (Lau, 2011;Rettab, Brik, & Mellah, 2009), where access to technical and higher education is often limited and costly (Dourado, 2007). Therefore, we propose that:…”

Section: Hypothesesmentioning

confidence: 99%

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Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Cavazotte¹,

Chang²

2016

BAR, Braz. Adm. Rev.

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Research on the relationship between social responsibility and the financial performance of companies has yielded ambivalent results. Since investments on different areas of social responsibility can promote distinct outcomes, in this study we focus on internal corporate social responsibility (I-CSR), that is, investments on employees. The objective of the study is to verify if outlays on I-CSR affect organizational performance. We analyzed financial information from companies listed in the São Paulo Stock Exchange, and their social balance sheets filled with the Brazilian Institute of Social and Economic Analysis between 2001 and 2007, applying Two-Stage Least Squares (2SLS) equation model to minimize endogeneity and reverse causality problems. The results indicate that overall I-CSR was associated with revenue contemporarily, one and two years after the investments. Corporate outlays on healthcare, pension plans, employee education and profit-sharing all had positive effects on revenue in the years that followed such investments.

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Section: Discussionmentioning

confidence: 99%

Section: Hypothesesmentioning

confidence: 99%

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Cavazotte¹,

Chang²

2016

BAR, Braz. Adm. Rev.

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“…Social media and social networking sites, in particular, have also been used extensively as a marketing communications tool, due to their potential in spreading viral messages (Bampo, Ewing, Mather, Stewart, & Wallace, 2008) and generating WOM (Trusov et al, 2009). Within organizations, social media have the potential to create capabilities that could translate into useful resources, which in turn result in competitive advantages and higher performance (Lau, 2011;Leonidou, Palihawadana, & Theodosiou, 2011).…”

Section: Social Mediamentioning

confidence: 99%

Determinants of social media adoption by B2B organizations

Siamagka

Christodoulides

Michaelidou

et al. 2015

Industrial Marketing Management

283

227

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This study contributes to the current dearth of knowledge on the potential of social media as a marketing tool in industrial settings, by focusing on factors that determine social media adoption by B2B organizations. A conceptual model, which draws on the technology acceptance model and resource-based theory, is developed and tested using quantitative data from B2B organizations in the UK. Findings suggest that perceived usefulness of social media within B2B organizational contexts is determined by image, perceived ease of use and perceived barriers. Additionally, the results show that adoption of social media is significantly affected by organizational innovativeness and perceived usefulness. The moderating role of organizational innovativeness is also tested but no support is found. The findings of the study are further validated via nine qualitative interviews with B2B senior managers, yielding additional interesting and in-depth insights into the drivers of social media adoption by B2B organizations.

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“…Preference for personal interviews appears prevalent in European countries, newly industrialized countries, and the developing world. Helpful for avoiding miscommunication problems and for overcoming response rate issues associated with mail surveys (Lau, 2011;Yang, Wang, & Su, 2006), personal interviews were used in 80% of all studies conducted using Chinese data. Online questionnaire delivery was first implemented by Verhoef and Leeflang (2009), although its popularity has grown to the extent that 28.5% of studies published in or after 2011 were based on data collected via the Internet.…”

Section: Overview Of the Data-setmentioning

confidence: 99%

Value-creating mechanisms within the market orientation–performance relationship: a meta-analysis

Doyle

Armenakyan

2014

Journal of Strategic Marketing

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The authors use meta-analysis to identify organizational mechanisms within the market orientation-performance relationship and to assess the implications of correlations between market orientation and complementary organizational orientations for that relationship. The meta-analysis is based on an integration of extant research of the relationships between market orientation and value-creating marketing capabilities as well as between organizational performance and market orientation, complementary organizational orientations, and value-creating marketing capabilities. The metaanalysis identifies the unique contribution of market orientation to organizational performance. Relationships between market orientation and specific organizational orientations detract from the necessity of market orientation as a precursor to organizational performance. Consistent with expectations, market orientation was found to relate differentially but still more strongly to specific types of firm-level valuecreating marketing capabilities than to organizational performance. Results indicate that market orientation may affect performance primarily through its relationships with value-creating marketing capabilities.

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Team and organizational resources, strategic orientations, and firm performance in a transitional economy

Cited by 58 publications

References 56 publications

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Determinants of social media adoption by B2B organizations

Value-creating mechanisms within the market orientation–performance relationship: a meta-analysis

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