Team autonomy, organizational commitment and company performance – a study in the retail trade

Bonsdorff, Monika E. von; Janhonen, Minna; Zhou, Zhiqing E.; Vanhala, Sinikka

doi:10.1080/09585192.2014.934881

Cited by 23 publications

(22 citation statements)

References 43 publications

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“…The theoretical foundations of internationalization are polarized in terms of the economic content variables including entrepreneurial and employee commitment (Von Bonsdorff et al, ), cross‐border teams (Edmondson & Harvey, ), and leadership and trust (Top, Akdere, & Turcan, ). An HR model that integrates the complexities has been missing within the informal (Williams & Horodonic, ) and formal entrepreneurial business (Zhou, Zhangand, & Shen, ) and even the theoretical postulations (Paul et al, ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…When barriers to SMEs' internationalization are investigated a number of aspects including employee disengagement, entrepreneurial noncommitment, under‐performance, and trust are highlighted (Von Bonsdorff, Janhonen, Zhou, & Vanhalad, ). However, we do not know the extent to which the HR strategies (Ulrich & Dulebohn, ) impact on the macro political and situational factors from a developing country angle.…”

Section: Introductionmentioning

confidence: 99%

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Using the “best‐fit” approach to investigate the effects of politico‐economic and social barriers on SMEs' internationalization in an emerging country context: Implications and future directions

Mendy

Rahman

Bal

2020

Thunderbird Intl Bus Rev

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The way this study has used the "best-fit" approach has facilitated the investigation of how three hypothesized constructs of political, economic, and social barriers can deepen our knowledge of their impacts on small and medium-sized enterprises (SMEs)' internationalization within a small developing country context. Based on a quantitative analysis of the three hypothesized barriers, we used the "best-fit" approach to measure the extent to which the SMEs' internal variables like people, products, services, and practices might best fit some of the people and non-people factors external to the businesses. The application of the "best-fit" approach onto the three hypotheses-politics (H1), social (H2), economics (H3), helped us in explaining the major social and politico-economic barriers faced by a developing economy' (Bangladeshi) SMEs' internationalization despite previous literatures' emphasis on the impacts of globalization, market drivers or their oversight. Based on the findings, we point to future research trajectory. This study used primary survey data from 212 Bangladeshi SMEs and successfully validated an HR model by using Smart PLS3 software. The results from the hypotheses were used to produce the HR model to help SMEs identify the significance of people and economic factors and propose these aspects for inclusion in the "best-fit" approach, SME, and globalization research. K E Y W O R D Sbest-fit approach, developing country, HR model, internationalization, SMEs

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Using the “best‐fit” approach to investigate the effects of politico‐economic and social barriers on SMEs' internationalization in an emerging country context: Implications and future directions

Mendy

Rahman

Bal

2020

Thunderbird Intl Bus Rev

View full text Add to dashboard Cite

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“…Recent developments in institutional theory have attempted to include linkages between HRM practices and performance with a degree of legitimacy (Gruman & Saks, ; Saridakis, Yanqing, & Cooper, ). Other studies highlighted the influence of technological advancements on the future of HRM and on people's behavior at work although some challenges are still posed by technological change (Stone, Deadrick, Kimberly, & Lukaszewski, ), employee engagement and entrepreneurial commitment, and performance (Von Bonsdorff, Janhonen, Zhou, & Vanhalad, ). Some scholars have examined the role of transformational leadership and trust (Top, Akdere, & Turcan, ), the role of HRM practices in BRIC (Brazil, Russia, India, China) countries (Budhwar, Tung, Varma, & Do, ) and cross‐boundary or cross‐border teams/team‐working (Edmondson & Harvey, ; Goerzen, ; Jimenez, Boehe, Taras, & Caprar, ).…”

Section: Introductionmentioning

confidence: 99%

Application of human resource management's universal model: An examination of people versus institutions as barriers of internationalization for SMEs in a small developing country

Mendy

Rahman

2018

Thunderbird Intl Bus Rev

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Although the importance of people and institutions has been highlighted in multinational enterprise studies, the association between people, institutions, and the internationalization of small to medium-sized enterprise (SMEs) is an underexplored issue from the context of a small developing country. We examine theories subsumed under the Universal Model of human resource management (HRM) onto SMEs to study the hypothesized people and institutionally orientated barriers posed to SMEs' internationalization. Using quantitative analysis, the impacts of the barriers on internationalization are highlighted with particular attention to employer attractiveness. Following extant literature review, this study has used primary data collected through questionnaires from 212 Bangladeshi SMEs. We developed and validated the partial least square-based structural equation model (PLS-SEM) to assess the impacts and successfully framed people versus institutional barriers as a second-order hierarchical reflective model, which has not been done previously. Given their marginal significance over institutions, people-oriented cultural barriers should be included as an extension of the Universal Model to study SME internationalization.

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“…Much of the literature (e.g., Campion et al, 1996;DeVaro, 2008;von Bonsdorff et al, 2015;Wageman, 1995) has linked teamwork practices to performance-related outcomes-in fact, performance gains are among the main reasons why employers invest time, effort, and resources towards ensuring effective work teams (von Bonsdorff et al, 2015). However, when it comes to well-being outcomes, critics have raised concerns that put the effectiveness of teamwork practices into question.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…Managing work teams involves teamwork practices such as task interdependence, joint decision-making, and shared responsibility for specific goals and objectives. These practices are associated with both performance-related effects (e.g., Campion, Papper, & Medsker, 1996;DeVaro, 2008;von Bonsdorff, Janhonen, Zhou, & Vanhala, 2015;Wageman, 1995) and psychological or affective outcomes (e.g., Van der Vegt et al, 2000;van Mierlo, Rutte, Kompier, & Doorewaard, 2005;Williams, 1998). When applied consistently, teamwork practices provide the underlying social structure for workers to support one another and accomplish more tasks than they could on their own (Wageman, 1995).…”

mentioning

confidence: 99%

Exploring possible trade‐offs between organisational performance and employee well‐being: The role of teamwork practices

Ogbonnaya

2019

Human Res Mgmt Journal

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There is growing evidence linking teamwork practices to performance outcomes. However, critics have raised concerns that such outcomes are achieved at the expense of increased job demands and stress among workers. Using large data from a representative sample of British workplaces (N = 4,311 workers in 664 workplaces), this study explores the pattern of relationships between teamwork practices, organisational performance, and employee well‐being. The study draws on a mutual gains model linking teamwork practices to organisational performance via affective commitment, and a conflicting outcomes model associated with high job demands and job‐related anxiety. The study also examines an interactive outcomes model that integrates the mutual gains and conflicting outcomes models. The study reports evidence that the performance gains of teamwork practices may actually come at the cost of increased job demands and job‐related anxiety. Nevertheless, these adverse outcomes tend to weaken at higher levels of affective commitment.

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Team autonomy, organizational commitment and company performance – a study in the retail trade

Cited by 23 publications

References 43 publications

Using the “best‐fit” approach to investigate the effects of politico‐economic and social barriers on SMEs' internationalization in an emerging country context: Implications and future directions

Using the “best‐fit” approach to investigate the effects of politico‐economic and social barriers on SMEs' internationalization in an emerging country context: Implications and future directions

Application of human resource management's universal model: An examination of people versus institutions as barriers of internationalization for SMEs in a small developing country

Exploring possible trade‐offs between organisational performance and employee well‐being: The role of teamwork practices

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