With(Out) a Little Help From My Friends? Reconciling Incongruous Findings on Stakeholder Management, Innovation, and Firm Performance

Haefner, Naomi; Palmié, Maximilian; Leppänen, Petteri

doi:10.1177/10422587211024497

Cited by 12 publications

(8 citation statements)

References 161 publications

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“…This study aims to explore high-performance configurations of causation and effectuation principles in different contexts. To achieve this goal, we use a methodological approach to capture intricate causal relationships between interconnected elements [ 41 ]. FsQCA has gained increasing recognition as a viable method for examining complex phenomena in strategic management and entrepreneurship [ 41 – 44 ] and serves the purpose of this study very well.…”

Section: Methodsmentioning

confidence: 99%

“…First, fsQCA lies in its utilization of causal conjunction and posits that outcomes stem from the interaction of multiple conditions. This provides a distinct advantage compared to conventional correlation-based methods [ 41 ]. For instance, analyzing configurations using regression models would entail modeling higher-order interactions, posing computational limitations and challenges in interpretation [ 42 ].…”

Section: Methodsmentioning

confidence: 99%

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Striking the balance: Configurations of causation and effectuation principles for SME performance

Yu,

Zhao,

Wang

et al. 2024

PLoS ONE

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Causation and effectuation are two fundamental decision-making logics that managers use for crucial firm strategic decisions. However, existing research has yet to agree on the relationship between the two logics, supporting both the substitution and complementarity of causation and effectuation in influencing firm performance. This leaves us with a puzzle: How do causation and effectuation combine in balance to improve firm performance? To address the gap, we utilize a fuzzy set qualitative comparative analysis (fsQCA) with data collected from 344 small to medium-sized enterprises (SMEs) in China to uncover the dynamic relationships between the two logics. Our findings indicate that causation or effectuation alone is insufficient to achieve superior firm performance. By distinguishing between four dimensions of effectuation, we identify three types of configurations for high performance: (1) causation with promotion-focused effectuation principles; (2) causation with prevention-focused effectuation principles; (3) causation with hybrid-focused effectuation principles. More importantly, we find that the effectiveness of the configurations depends on the firm development stage. Our findings provide SMEs with practical insights into how to effectively choose their decision-making logic when faced with different firm growth challenges.

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Striking the balance: Configurations of causation and effectuation principles for SME performance

Yu,

Zhao,

Wang

et al. 2024

PLoS ONE

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“…Haefner et al (2022) examine how stakeholder management and innovation affect firm performance in their article titled, “With(Out) a Little Help From My Friends? Reconciling Incongruous Findings on Stakeholder Management, Innovation, and Firm Performance.” The result is a fascinating 2 (internal vs. external stakeholders) x 2 (exploitative vs. exploratory innovation) framework that they study using publicly listed European firms via fsQCA (in manufacturing and service).…”

Section: Implications For Viewing Opportunities As Responsibility Takingmentioning

confidence: 99%

“…They find compelling evidence that entrepreneurs' conservative values are positively associated with a narrow stakeholder orientation (e.g., focus on few stakeholders) whereas their liberal values are negatively associated with such an orientation. Haefner et al (2022) examine how stakeholder management and innovation affect firm performance in their article titled, "With(Out) a Little Help From My Friends? Reconciling Incongruous Findings on Stakeholder Management, Innovation, and Firm Performance".…”

mentioning

confidence: 99%

Entrepreneurial Opportunities as Responsibility

Bosse

Harrison

Pollack

et al. 2022

Entrepreneurship Theory and Practice

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Entrepreneurship involves cooperative efforts in which multiple stakeholders and resources are brought together to develop a valuable product or service. Accordingly, one key process through which entrepreneurs make progress exploiting their opportunities is by identifying, selecting, enrolling, and coordinating a network of stakeholders. However, although there is a widespread realization that bringing new ventures to life requires multiple stakeholders, precious little academic research has taken a holistic approach to stakeholder engagement. In this special issue we: (a) suggest that stakeholder theory provides a novel lens for viewing the critical entrepreneurial behavior of engaging stakeholders—and taking shared responsibility for an unmet opportunity, (b) describe the intriguing articles that encompass this special issue, and (c) offer our thoughts on directions for future research at the intersection of stakeholder theory and entrepreneurship.

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“…Specifically, self-efficacy and resilience are measured as a multi-item construct in which each item was measured on a seven-point Likert-scale. Following prior research, (Haefner et al, 2021), we use the thresholds at 7, 5 and 3 as the thresholds of fully-in, crossover and fully-out membership. For other conditions, we used the 95th, 50th and 5th percentile as the thresholds (Kimmitt et al, 2020).…”

Section: Supplementary Analysis: Fsqcamentioning

confidence: 99%

The Development of Individual Ambidexterity Across Institutional Environments: Symmetric and Configurational Analyses

et al. 2022

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Buoyed by recent calls for research to explore micro-level cognitive explanations for ambidexterity, this study examines how individuals’ self-efficacy and resilience affect individual ambidexterity across different institutional environments. Building on social cognitive theory, we posit that self-efficacy enhances ambidexterity via resilience and that such relationship varies across economic institutional environments. Our symmetric (PLS-SEM) and configurational (fsQCA) analyses of 1907 knowledge workers in China, New Zealand and Australia provide supportive and complementary evidence for these theoretical arguments. Specifically, PLS-SEM reveals that the mediating effects of resilience on the relationship between self-efficacy and individual ambidexterity are stronger in an environment where economic institutions are weak. fsQCA complements PLS-SEM by showing that individual ambidexterity can be explained by multiple configurations of psychological self-efficacy, resilience, characteristics related to institutions, and personal demographic factors. Taken together, these findings contribute to the international business literature by providing a nuanced understanding of how different psychological resources integrate and interact with institutional factors to enhance individual ambidexterity.

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With(Out) a Little Help From My Friends? Reconciling Incongruous Findings on Stakeholder Management, Innovation, and Firm Performance

Cited by 12 publications

References 161 publications

Striking the balance: Configurations of causation and effectuation principles for SME performance

Striking the balance: Configurations of causation and effectuation principles for SME performance

Entrepreneurial Opportunities as Responsibility

The Development of Individual Ambidexterity Across Institutional Environments: Symmetric and Configurational Analyses

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