Browsing by Author "Shukla, D."

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    Configurations of capacity for change in entrepreneurial threshold firms imprinting and strategic choice perspectives
    (2015) Judge, W. Q.; Wei Hu, H.; Gabrielsson, J.; Talaulicar, T.; Witt, M. A.; Zattoni, A.; Lopez-Iturriaga, F.; Chen, J.; Shukla, D.; Quttainah, M.; Adegbite, E.; Luis Rivas, J.; Kibler, B.
    Imprinting theory suggests that founding conditions are ‘stamped’ on organizations, and these imprinted routines often resist change. In contrast, strategic choice theory suggests that the firm can overcome organizational inertia and deliberately choose its future. Both theories offer dramatically different explanations behind an organization’s capacity for change. IPO firms provide a unique context for exploring how imprinting forces interact with strategic choice factors to address organizational capacity for change as a firm moves from private to public firm status. Juxtaposing imprinting and strategic choice perspectives, we employ fuzzy set analysis to examine the multi-level determinants of organizational capacity for change. Our cross-national data reveal three effective configurations of organizational capacity for change within IPOs, and two ineffective configurations. Our results suggest that the antecedents of organizational capacity for change in entrepreneurial threshold firms are nonlinear, interdependent, and equifinal.
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    Does board independence influence financial performance in IPO firms? The moderating role of the national business system
    (Elsevier, 2017-08-31) Zattoni, A.; Witt, M. A.; Judge, W. Q.; Talaulicar, T.; Chen, Jean Jinghan; Lewellyn, Krista; Hu. Helen; Gabrielsson, J.; Luis Rivas, J.; Puffer, Sheila; Shukla, D.; Lopez, F.; Adegbite, E.; Fassin, Yves; Yamak, Sibel; Fainshmidt, Stav; van Ees, Hans
    Prior evidence suggests that board independence may enhance financial performance, but this relationship has been tested almost exclusively for Anglo-American countries. To explore the boundary conditions of this prominent governance mechanism, we examine the impact of the formal and information institutions of 18 national business systems on the board independence-financial performance relationship. Our results show that while the direct effect of independence is weak, national-level institutions significantly moderate the independence-performance relationship. Our findings suggest that the efficacy of board structures is likely to be contingent on the specific national context, but the type of legal system is insignificant.