Browsing by Author "Hughes, Paul"
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Item Open Access Affective Commitment within the Public Sector: Antecedents and Performance Outcomes between Ownership Types(Public Management Review - Taylor and Francis Journals, 2018-03-01) Hodgkinson, Ian R.; Hughes, Paul; Radnor, Zoe; Glennon, RussHow to generate affective commitment and realize its performance potential is deemed critical to public management. But in the context of service outsourcing, does ownership type influence its antecedents and performance outcomes? Drawing on postal survey data for English leisure providers, we find training is an antecedent across public and private ownership types; performance appraisal is an antecedent for private ownership only; while performance-related pay carries an insignificant effect. Affective commitment holds business and customer performance outcomes for public ownership, but insignificant effects are observed for external ownership types. Implications of this contextual variation for public management theory are discussed.Item Open Access The Antecedents of Corporate Entrepreneurship: Multilevel, Multisource Evidence(Springer, 2021) Chang, Yi Ying; Hughes, Paul; Hodgkinson, Ian R.; Chang, Che Yuan; Seih, Yi TaiThis study employed a resource-based view to develop a multilevel model of firm-level high-performance work systems, dyad-level human capital, firm-level bridging ties and unit-level corporate entrepreneurship. We collected multisource and multilevel data from 420 senior managers, 1260 managers and 3348 employees of 210 units from 96 Taiwanese manufacturing and service sectors firms. The results revealed that dyadlevel human capital partially mediated the relationship between firm-level highperformance work systems and unit-level corporate entrepreneurship and firm-level bridging ties moderated the effect of firm-level high-performance work systems on unitlevel corporate entrepreneurship through dyad-level human capital. Our findings contribute to corporate entrepreneurship by exploring its antecedent and indirect effect from a resource-based perspective Furthermore, we have found that the indirect influence of firm-level high-performance work systems and unit-level corporate entrepreneurship varies as a function of the bridging ties at the firm level. This paper advances existing research by offering new insights in the area of corporate entrepreneurship.Item Open Access Change Management in Indo-Japanese Cross-Cultural Collaborative Contexts: Parallels between Traditional Indian Philosophy and Contemporary Japanese Management(Journal of Organizational Change Management, 2017-09-20) Ashok Ashta; Stokes, Peter; Hughes, PaulAbstract Purpose: Within the globalised commercial context, Japanese business activity in India has increased significantly. The purpose of this research paper is to highlight common attitudinal traits that would facilitate orientation of Indian executives towards Japanese management methods through, for instance, ‘reverse adaptation’ using an approach other than cultural dimensions that have emerged in recent decades and consider how these play out in change management contexts. Design, Methodology/Approach: A literature review was undertaken and found significant parallels between traditional Indian philosophy and modern Japanese management methods, inter alia long-term orientation, equanimity and nemawashi (pre-arranged participative decision making) and shared spiritual dimensions. The paper employed a methodology of participant observation and semi-structured interview approaches contextualised through lived experience methodology (Van Manen, 2015). These events are described and analysed narratively using a blend of qualitative participant observation and reflexive critical incident review. Findings: The findings, by examining the confluence of Indian and Japanese management, provide an innovative avenue of research and theory for change management. Research Limitations/Implications: The research employs an inductive methodology which employs vignettes to examine Indo-Japanese contexts. The limits to generalisation are recognised within the study. The paper offers important implications on Indo-Japanese collaboration and change management. Practical Implications: These findings have important practical implications for Indian and Japanese managers who will be able to engage better within the dynamics of the Japanese work environment in Japanese subsidiaries in India. These same insights could also potentially facilitate wider examples of working in Japanese environments, either in Japan or outside Japan. At a more general level, the findings are relevant to all foreign investors in India for enhanced employee engagement by providing insights into spiritual values of Indian managers and their impact on change management situations. Social Implications: There is emerging research on how traditional Indian philosophy tenets can be found in modern (Western) management. This paper provides reasons, based in extant literature, to believe that modern Japanese methods can trace their origin in Buddhist Indian philosophical thought and offer important implications for managing change. Originality/Value: The paper offers in-depth original insights into Indo-Japanese collaborative contexts.Item Open Access The Cognitive Micro-Foundations, and Socio-Psychological Mechanisms, of Organizational Decision-Making in Public Management(Wiley, 2022-05-15) Hodgkinson, Ian R.; Hughes, Paul; Leite, HigorHow do cognitive micro-foundations impact organizational decision-making in the public sector? The study focuses on the relationships between two cognitive micro-processes (intuitive, type I and rational, type II), and two contrasting organizational decision-making approaches of strategic planning and organizational spontaneity. Drawing on survey data from managers working across a range of public services in Brazil, the findings reveal rational reasoning drives both approaches to organizational decision-making. Intuitive reasoning, on the other hand, is observed to drive strategic planning only. Two socio-psychological mechanisms moderate the core relationships: bureaucracy strengthens the rational reasoning–planning relationship, but weakens the intuitive reasoning–spontaneity relationship, while organizational learning plays a critical role in activating the intuitive reasoning–organizational spontaneity relationship. Post hoc analysis of variance reveals a group of public service organizations that rely heavily on both decision-making modes and highlights the core features enabling paradoxical decision-making.Item Open Access Collective Organisational Publicness versus Privateness in Community Sport: A National Panel Study of Local Authorities(European Sport Management Quarterly, 2020-05-18) Hodgkinson, Ian R.; Hughes, Paul; Leone, VitorResearch Question: The role and merit of publicness versus privateness in community sport provision is hotly contested in the sport management field, but is there a relationship between ownership types in local authorities’ community sport provision and sports participation levels? Research Methods: The study combines secondary data on sports participation with objective data on ownership types in community sport provision among local authorities in England, between 2009-15. The panel model examines whether the mix of ownership types in community sport is associated with differences in reported sports participation levels. Results and Findings: The study reveals higher collective organisational publicness in community sport is associated with lower sports participation levels among local populations. The opposite is true of higher collective privateness in local authorities’ provision, where higher levels of sports participation are observed among local populations. Implications: If local authorities are to influence sports participation levels among their populations, there is a need to better understand how community sport provision should be delivered. Informed by the findings, greater privateness in local authorities’ community sport provision is associated with higher sports participation levels.Item Open Access Creating Value – Value Co-Creation and Value Destruction(EFMD, 2018-06-10) Stokes, Peter; Mahajan, Gautam; Lucas, Gerardus; Hughes, PaulHistorically, value has been understood largely in economic terms centred on, for example, notions of price, cost, profits and shareholder wealth. However, contemporary understandings of value also point at value being created through and around products and, above all, services, experiences and relationships involved in creating good, or improving the well-being of people and situations which are considered valuable by various stakeholders.Item Open Access A Diagnostic Tool to Determine a Strategic Improvisation Readiness Index Score (IRIS) to Survive, Adapt, and Thrive in a Crisis(Elsevier, 2020-07-14) Hughes, Paul; Morgan, Robert E.; Hodgkinson, Ian R.; Kouropalatis, Yiannis; Lindgreen, AdamCrises for business-to-business (B2B) firms are characterized by unexpected or unanticipated severe threats that are highly uncertain where strategic response times are low in which executives are victim of overwhelming time pressures to action fast strategic responses to these events—as the threats bring to question the viability and survivability of the firm. Consequently, crises provoke a profound impact on executives’ sensemaking, as they attempt strategically navigate these events. We bridge thinking around crisis management with theories of strategic decision-making and conclude that strategic improvisation is a vital mechanism that enables effective management interventions to be executed as a means of surviving, adapting, or potentially thriving under challenging circumstances. We derive a theoretically grounded framework of five strategic imperatives underlying our 10C Strategic Imperative Framework for improvisation readiness. First, we develop the Improvisation Readiness Index Score (IRIS) as a means for executives to diagnose their organization’s improvisation readiness according to the requisite strategic imperatives. Second, we present a three-step guide for executives to consider for managing through crisis with improvisation and the strategic imperatives at its heart. Third, we illustrate the strategy improvisation challenges. This allows executives to close the strategic improvisation gaps between their ‘actual’ and ‘preferred’ readiness.Item Open Access Digital transformation of industrial businesses: A dynamic capability approach(Elsevier, 2021-11-03) Ghosh, Swapan; Hughes, Mathew; Hodgkinson, Ian R.; Hughes, PaulIndustrial firms are under severe pressure to undertake digital transformation and leverage the Industrial Internet of Things (IIoT) and emerging technologies for the integration of industrial machines to share information on a real-time or near real-time basis. Though in recent years researchers have focused their attention on digital transformation, there is limited scholarly guidance for developing capabilities for such transformation. Drawing on dynamic capability theory and exploratory qualitative interviews with senior ‘elite’ executives from five of the world’s largest multinational firms, the study outlines a new conceptual framework for digital transformative capability development. The integrative framework demonstrates how the three core capabilities of digital sensing, digital seizing, and digital reconfiguring manifest through associated capabilities of Strategic Sensing, Rapid Prototyping, Organization Structure, Business Model Transformation, and Cultural/Mindset Transformation. Internal and external contingencies are proposed as moderators of the relationship between IIoT and emerging technologies, and digital transformative capability development. Collectively, the article makes the case for Digital Transformation Capability and sheds new light on the digital transformation process. Implications for theory and practice are highlighted, and limitations are discussed.Item Embargo Does Improvisation Help or Hinder Planning in Determining Export Success? Decision Theory Applied to Exporting(AMA journals, 2015) Nemkova, Ekaterina; Souchon, Anne L.; Hughes, Paul; Micevski, MilenaExporting enables organizations to diversify risk and generate multiple income streams. In turn, the ability to make good export decisions is purported to be a main determinant of performance. Although substantive export decisions are well researched, little is known about how export decisions should be made in practice and whether different decision-making approaches should be combined. This study addresses this gap using decision theory; the authors assess the interaction of planning and improvisation and examine the impact of these approaches on export responsiveness and export performance. They develop a conceptual model through exploratory research and test it through structural equation modeling. The authors seek insights into the results through post hoc in-depth interviews and conclude that improvisation has multiple dimensions (spontaneity, creativity, and action orientation) and that there is no one “best way” for export managers to make decisions. Furthermore, export planning can enhance economic performance but detract from customer performance. In addition, improvisation improves responsiveness, whereas action orientation leads to greater customer performance and results in greater responsiveness with regard to planning. However, export managers should be wary of spontaneity and creativity, because they detract from planning outcomes.Item Open Access Does Ownership Matter for Service Delivery Value? An Examination of Citizens’ Service Satisfaction(2017-01-01) Hodgkinson, Ian R.; Hughes, Paul; Hughes, Mathew; Glennon, RussGovernments across the world outsource service delivery to external agents, but does ownership matter for service delivery value? Though theory points to clear ownership differences on effectiveness, there remains limited empirical evidence of the impact of ownership on citizens’ satisfaction. Focusing on local authorities in England, we draw on secondary data (2007 and 2009) to examine if ownership type matters. The findings indicate that ownership–public, nonprofit, private–confers no direct benefits for citizens’ satisfaction suggesting that the outsourcing decision should not rely on unfounded assumptions about performance differentials between ownership types. The implications for public management are explored.Item Open Access Explaining the entrepreneurial orientation–performance relationship in emerging economies: The intermediate roles of absorptive capacity and improvisation(Springer, 2017-10-07) Hughes, Paul; Hodgkinson, Ian R.; Hughes, Mathew; Arshad, DarwinaResearch has established the relevance of entrepreneurial orientation (EO) to firm performance but skepticism remains because of the ambiguity surrounding how EO might improve firm performance. We examine the key concepts of absorptive capacity and improvisation as two alternative learning modes serving as intermediate steps between EO and firm performance. Locating our study within manufacturing SMEs in Malaysia, we find that absorptive capacity enhances the EO–performance relationship, both as a moderator and a mediator. In contrast to expectations, however, improvisation showed no such effects but conferred its own separate benefits instead. We further discuss the different effects of these learning modes on high performance and low performance groups.Item Open Access Exploratory multiple case study on successful upcycling businesses: ChopValue, Freitag and Pentatonic(British Academy of Management, 2022) Sung, Kyungeun; Hughes, Paul; Hsu, JenhsienUpcycling has become an important concept and practice in creative industries for artists, craftspeople, designers and makers as evidenced by increasing number of practitioners and businesses in the UK and beyond, especially under the COVID-19 pandemic situation. Despite the potential, many upcycling businesses are often craft-oriented and small-scale with financial struggles, which calls for scaling-up in order to overcome such liabilities. This paper provides multiple exploratory case studies with successful upcycling businesses to shed light on how small, craft-oriented upcycling businesses could be scaled up to have bigger impact on the environment and society while being financially viable. Three successful upcycling businesses were selected: (i) ChopValue in Canada; (ii) Freitag in Switzerland; and (iii) Pentatonic in the UK. Online contents (official websites, news and magazines, and other media information) were qualitatively analysed using grounded thematic analysis. The results revealed five common themes as success factors across the three case studies: (i) sustainability values or philosophy at the centre of the business; (ii) product and service offers competitive on the market; (iii) partnerships/collaborations for business effectiveness; (iv) innovation in production for competitive edge; and (v) sustainable/circular supply chain management.Item Open Access Family-Unique Resources, Marketing Resources, and Family Owners’ Willingness to Pursue Radical Innovation: A Model and Test(Elsevier, 2022-03-27) Hu, Qilin; Hughes, Mathew; Hughes, PaulInterest in the family–marketing interface has snowballed, with considerable interest in family brand image as one marketing resource. However, a broader conceptualization of marketing resources is needed to understand their potential contribution to family business outcomes. We must also not lose sight of those family-unique resources that differentiate family firms. Drawing on the attention-based view of the firm and depicting resources as possessing attention-guiding properties, we provide a theory and model that anticipates an adverse effect from marketing resources on family owners’ willingness to pursue radical innovation. We predict how this effect is contingent on family patient capital and family social capital as two family-unique resources. Data from a two-phased, multi-respondent, matched survey of private small-to-medium-sized family firms in the manufacturing industry in Chongqing region, China, validate our theory and model. Our study provides a new theory and insights to explain heterogeneity in family firm innovation behavior.Item Open Access In Pursuit of a 'Whole Brain' Approach to Undergraduate Teaching: Implications of the Herrmann Brain Dominance Model(2016-02-24) Hughes, Mathew; Hughes, Paul; Hodgkinson, Ian R.The question of ‘how we learn’ continues to direct scholarly debate, yet undergraduate teaching is typically designed to homogenise the learning environment. This is despite heterogeneous learning outcomes ensuing for students, owing to their different learning styles. Accordingly, we examine the relationship between teaching methodologies and learning styles. Drawing on the Herrmann Brain Dominance Instrument and the theory of ‘whole-brain’ teaching, we find a suite of teaching methodologies that are generic across learning styles—tutorials, group work, firm-oriented case studies, game playing, reading journal papers, handouts, PowerPoint slides, in-class examples, in-class short exercises, and videos—and find a group of teaching methodologies—lectures, seminars, people-oriented case studies, creative problem-solving, reading textbooks, guest speakers, in-class small group exercises, homework, role play, problem-based learning, self-directed learning, project-based learning, and class debates—that target and develop specific learning styles. Implications of the ‘whole brain’ model for teaching and learning are discussed.Item Open Access Japanese CEOs Cross-Cultural Management of Customer Value Orientation in India(Emerald, 2020-12) Ashta, Ashok; Stokes, Peter; Smith, Simon; Hughes, PaulThe purpose of this paper is to develop understanding of cross-cultural issues relating to the experience and implications of an elite grouping of Japanese CEOs customer value orientations (CVO) within Japanese firms operating in India. The paper underlines that there is a propensity for East-West comparisons and in contrast the argument contributes to the under-examined area of research on East Asian/South Asian comparative studies. Semi-structured interviews were employed to generate narratives that provided rich and novel insights into the lived experience of Japanese CEOs working in Indian contexts and in relation to CVO. An inductive framework was employed in order to develop a more in-depth understanding of Japanese CEO CVO in Indo-Japanese empirical settings. The data analysis identified a number of shared themes that influence CVO practice in the Indo-Japanese context. The findings develop an awareness of cross-cultural management’s (CCM) in relation to the under-explored area of the Indo-Japanese dyad. The paper develops CCM perspectives towards a more in-depth conceptualization of Japanese CEO perceptions on CVO practice in India. This is also of potential relevance to wider foreign investors not only Japanese businesses. The sample respondents – Japanese CEOS working in India - constitute a small and elite group. The lead author, having experience as a CEO of a Japanese firm was able to use convenience sampling to access this difficult to access group. In addition, also stemming from the convenience aspect, all the respondents were in the manufacturing sector. The study was deliberately targeted and narrowly focused for this reason and does not claim automatic wide generalizability to other employee strata or industry however other sectors and employees may recognize resonance. This identified gap provides space for future studies in varying regional, national and sector contexts. The paper identifies implications for CCM training and Indo-Japanese business organization design. The cross-cultural study is original in that it contributes to CCM literature by providing a rare Indo-Japanese (sic East Asian: South Asian) comparative study. It provides an uncommon granular appreciation of the interaction of these cultures in relation to CVO. In addition it secures rare data from an elite Japanese CEOs of manufacturing sector businesses.Item Embargo Japanese cross-cultural marketing in Indian B2B situations: the potency of cultural values congruence and confluence(Taylor and Francis, 2024-08-28) Ashok Ashta; Stokes, Peter; Visser, Max; Hughes, PaulPurpose: Extensive research has been conducted on cross-cultural comparisons between Eastern and Western organizational cultures in major trading domains. However, there is a lack of examination of intra-comparative management nuances within Asian regions. This re-search paper focuses on the under-explored topic of the values, beliefs, and attitudes (VBAs) that influence the outcomes of East Asian (e.g., Japan) marketing strategies and operations when implemented in South Asian (e.g., India) markets and organizational contexts. The study aims to analyze the impact of VBAs on marketing effectiveness and provide insights for marketers in cross-cultural settings. The article analyzes the customer satisfaction orienta-tion (CSO) of Japanese business executives and draws insights that offer lessons related to cultural VBAs for overall marketing strategy and foreign investors. Methodology/ approach: The paper employs a social constructivist paradigm and gathers empirical research through multiple interviews. These facilitate novel and normally rare ac-cess and insights into Japanese business leaders’ lived experience of CSO in B2B Indian inter-cultural situations. Findings: Interpretivist data analysis reveals several push-pull factors that influence CSO practice. The research identifies shared values such as long-termism and harmony that have the potential to boost CSO as a marketing strategy in India. Research implications: The paper develops a conceptualization of cultural VBAs that lead to successful CSO practice in India and is of relevance to foreign investors. Practical implications: This study suggests that East Asian marketers should carefully consid-er the impact of VBAs on their marketing strategies. Our research sheds light on the ongoing discussion on static versus evolving nature of culture and highlights the need to pay atten-tion to cultural change, particularly congruence and confluence in workplace values. Originality: The intercultural study contributes to the literature on international marketing strategy by highlighting the nature and importance of understanding traditional and evolv-ing cultural VBAs for appreciating receptivity to adoption and thereby efficacy of home coun-try marketing strategy.Item Open Access Knowledge Management Activities and Strategic Planning Capability Development(Emerald, 2019-10-10) Hughes, Paul; Hodgkinson, Ian R.While the strategic management literature extols the virtues of engaging in strategic planning for superior performance, how a dynamic strategic planning capability can be developed remains underexplored; a knowledge void addressed by the paper through applying knowledge-based theory. A mail survey was sent to high technology firms randomly sampled from the Kompass Directory of UK businesses. Firms were sampled at the SBU level, given the focus on strategic planning capability. An organization’s strategic planning capability derives from extensive information distribution and organizational memory. While learning values is non-significant, symbolic information use degrades the development of a strategic planning capability. By investigating the contributory activities that lead to strategic planning capability development, the findings establish how strategic planning materializes in organizations. Further, the differential effects found for knowledge management activities on strategic planning capability development extends empirical studies that suggest knowledge is always a central tenet of strategic planning. A set of key knowledge activities are identified that managers must address for strategic planning capability development: strategic planning routines and values of search, analysis, and assessment should be appropriately informed by investments in knowledge dissemination and memory on a continual basis. Meanwhile, information misuse compromises strategic planning capabilities and managers must protect against out-of-context or manipulated information from infiltrating into organizational memory. Despite the advent of the Knowledge-Based Theory and its core premise that capabilities derive from knowledge management activities, little research has been conducted into demonstrating the knowledge-based antecedents of a strategic planning capability.Item Open Access Knowledge-based Theory, Entrepreneurial Orientation, Stakeholder Engagement, and Firm Performance(Wiley, 2021-08-14) Hughes, Mathew; Hughes, Paul; Hodgkinson, Ian R.; Chang, Yi Ying; Chang, Che YuanResearch summary: Our understanding of entrepreneurial orientation (EO) is limited by the inattention to why a firm arranges itself to give rise to EO, what sets its strategic intent, and what affects its contribution to performance. These omissions have led to calls for a causally adjacent theory of EO. Grounded in knowledge-based theory, we investigated (a) how knowledge production gives rise to EO, (b) how the relationship between EO and profitability is mediated by knowledge use, and (c) how this relationship between EO and knowledge use is moderated by stakeholder engagement. Using multi- respondent, multi-source data from small-and-midsize enterprises in two economically distinct East Asian countries, Taiwan and Japan, empirical evidence supports our theory. Our findings are consistent across both studies. We contribute a knowledge-based theory of EO. Managerial summary: Why do some firms organize to be entrepreneurial while others do not, and why do some entrepreneurially oriented firms profit more financially than others? We find that those firms that organize processes to accumulate, aggregate, activate, store, manage, and distribute knowledge become more entrepreneurial oriented as the means to create wealth from this 'knowledge production‘. In other words, knowledge production can affect perceptions of opportunities and resources, leading to choices about organizational arrangements to best use knowledge. However, we find that the firm also needs to be adept at knowledge use to profit financially from its entrepreneurial endeavors, and leading firms utilize stakeholder engagement to strengthen the relationship between entrepreneurial behavior and knowledge use on the route to greater profitability.Item Open Access Leveraging Dynamic Export Capabilities for Competitive Advantage and Performance Consequences: Evidence from China(Elsevier, 2017-12-01) Efrat, Kalanit; Hughes, Paul; Nemkova, Ekaterina; Souchon, Anne L.; Sy-Chango, JosephAs the business arena becomes more global and therefore dynamic, organizations must balance their capabilities with the demands and the conditions of the international marketplace. This leads firms to trade off the development of more capabilities with the identification of core capabilities which can best improve export competitiveness and performance. Based on the Dynamic Capabilities Approach (DCA), we develop a model of four export capabilities, namely adaptability, innovativeness, unpredictability, and task-flexibility, aimed at achieving competitive advantage in foreign markets and enhance export performance. Based on a survey of 213 Chinese exporting organizations, we find out that innovativeness, unpredictability and task-flexibility are positively related to competitive advantage. Moreover, we uncovered that in the cases of adaptability, innovativeness and task-flexibility their impact on competitive advantage diminishes under higher levels of competitive intensity, however, for unpredictability this impact becomes negative. We also confirm the necessity of addressing competitive advantage separately from firms' performance.Item Open Access Marketing as an Investment in Shareholder Value(Wiley, 2018-01-25) Hughes, Mathew; Hughes, Paul; Yan, Ji (Karena); Sousa, Carlos M. P.We present resource-based and capability-based arguments of marketing investment intensity to offer a strategic view of marketing as an investment in shareholder value. We find that marketing investment intensity has a U-shaped quadratic effect on shareholder value creation (Tobin's q) that calls for marketing investment to be protected and increased, not surrendered. We show how marketing investments interact with investments in R&D, human capital and operations to reveal how strategic co-investments can alter the shareholder value of marketing. Finally, we show how competitive intensity and failings in the firm's investment productivity (its ability to convert investment expenditure into sales) point to malaise in the firm's own strategic architecture as a fault for perceived poor returns from marketing investments. Our findings suggest that marketing investment should not be scapegoated when its contributions to shareholder value are not as expected. When invested in strategically and in combination with other investments, marketing can unlock exciting improvements in shareholder value.