Browsing by Author "Tarba, Shlomo Y."
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Item Open Access Ambidexterity, interoperability and the extreme and normal experiences in emergency service contexts: surfacing dynamics, dialectics and trajectories(2017-07-03) Stokes, Peter; Wankhade, Paresh; Tarba, Shlomo Y.In recent decades, business, institutional, organizational contexts and environments have witnessed dynamic and radical change and transformations which have affected private and public sectors. These transformations have occurred against a backdrop of emergent crises and a perception that ‘extreme’ events: for instance, wars, terrorism and natural disasters are on the rise. In the public sector, emergency services face particular ‘extreme’ challenges. Unlike many other areas of public service, emergency services frequently deal with macro-situations which might be termed ‘extreme; for example attending scenes of road traffic accidents, fires, rescues, trauma and various forms of crime scene and incident. In contrast to these extreme instances, emergency service members also live in parallel with macro-extreme situations in more micro- everyday ‘normality’ and ‘routine’ within and beyond work. This dialectic of macro-micro situational extreme-normative experience creates a powerful dynamic with which individuals have to live with and negotiate. Furthermore, this extreme-normative experience echoes organizational ambidexterity which describes shifts between predictable exploitative and uncertain explorative environments and new forms of organization. This paper examines these dynamics in a health context (the ambulance service) by engaging and applying an exploitive-explorative conceptual framework of organizational ambidexterity. The research finds that while there is a recognition and acknowledgement of the presence of macro-type extremes in the ambulance service, the role and impact of more micro-situational extremes is less profiled and understood. In particular, it is the dynamic between, the living with, and the handling of, these two aspects of ambulance service workers everyday experience which the paper provides insights.Item Open Access Dark Open Innovation in a Criminal Organizational Context:(Emerald, 2018-03-19) Stokes, Peter; Visser, Max; Rowland, C.; Tarba, Shlomo Y.; Manning, P.The paper investigates the processes of open innovation in the context of a fraudulent organization and, using the infamous Bernie L. Madoff Investment Securities (BLMIS) fraud case, introduces and elaborates upon the concept of dark open innovation. The paper’s conceptual framework is drawn from social capital theory, which is grounded on the socio-economics of Bourdieu, Coleman and Putnam and is employed in order to make sense of the processes that occur within dark open innovation. Design/methodology/approach Given the self-evident access issues, this paper is necessarily based on archival and secondary sources taken from the court records of Madoff v New York—including victim impact statements, the defendant’s Plea Allocution, and academic and journalistic commentaries—which enable the identification of the processes involved in dark open innovation. Significantly, this paper also represents an important inter-disciplinary collaboration between academic scholars variously informed by business and history subject domains. Findings Although almost invariably cast as a positive process, innovation can also be evidenced as a negative or dark force. This is particularly relevant in open innovation contexts, which often call for the creation of extended trust and close relationships. This paper outlines a case of dark open innovation. Research limitations/implications A key implication of this study is that organizational innovation is not automatically synonymous with human flourishing or progress. This paper challenges the automatic assumption of innovation being positive and introduces the notion of dark open innovation. Although this is accomplished by means of an in-depth single case, the findings have the potential to resonate in a wide spectrum of situations. Practical implications Innovation is a concept that applies across a range of organization and management domains. Criminals also innovate; thus, the paper provides valuable insights into the organizational innovation processes especially involved in relation to dark open innovation contexts. Social implications It is important to develop and fully understand the possible wider meanings of innovation and also to recognise that innovation—particularly dark open innovation—does not always create progress. The Caveat Emptor warning is still relevant. Originality/value The paper introduces the novel notion of dark open innovation.Item Open Access Equity Ownership in Cross-border Mergers and Acquisitions by British Firms: An Analysis of Real Options and Transaction Cost Factors(Wiley, 2017-02-19) Ahammad, Mohammad F.; Leone, Vitor; Tarba, Shlomo Y.; Glaister, Keith W.; Arslan, AhmadThe authors investigate the factors influencing the share of equity ownership sought in cross-border mergers and acquisitions (CBM&As). Drawing on real options theory and transaction cost economics (TCE), they address and hypothesize key factors linked to commitment under exogenous uncertainty and the separation of desired and non-desired assets’ influence on share of equity sought by acquiring firms in CBM&As. Empirical analysis based on 1872 CBM&As undertaken by British firms in both developed and emerging economies shows that British MNEs are more likely to pursue a partial acquisition in a target foreign firm when those foreign firms are from culturally distant countries. Further, findings support the view that the high cost of separating desired assets from non-desired assets motivates firms to make a partial acquisition rather than acquire the target completely. This is one of the first studies to use real options theory to address the cost of commitment under exogenous uncertainty, as well as TCE logic to address the separation of desired and non-desired assets in the target firmwhile analysing equity ownership sought in CBM&As. Empirically, this paper contributes by examining CBM&As by British firms in both developed and emerging markets.Item Open Access Factors influenceing the share of ownership sought in cross- border acquisitions - UK perspectives(EuroMed Research Business Institute, 2015-09-10) Ahammad, Mohammad F.; Leone, Vitor; Tarba, Shlomo Y.; Arslan, AhmadThe aim of the paper is to investigate the factors influencing share of ownership sought in cross border acquisitions (CBAs). Drawing on multiple theoretical explanations, we develop and test hypotheses on factors influencing the share of equity sought by foreign firms in CBAs. Findings based on a sample of 1872 CBAs by UK firms show that the share of equity sought is influenced by a number of factors, including the difficulty in integrating local firm managers in culturally distant countries and size of the local firm. We contribute in existing literature by approaching the aspects of equity share in CBAs from a novel perspective of real options theory and transaction cost economics (TCE).Item Open Access Gaining legitimacy through proactive stakeholder management: The Experiences of high-tech women entrepreneurs in Russia(Elsevier, 2018-12-16) Vershinina, Natalia; Rodgers, P.; Khan, Zaheer; Tarba, Shlomo Y.; Stokes, PeterAbstract: In this article, we offer insights into the critical role played by stakeholder relationships for female-owned high-technology firms in their pursuit of the legitimacy they need to acquire the resources that, in turn, will lead to sustainable innovation and firm growth. By reporting the findings drawn from interviews conducted with Russian female business owners, we showcase how, being faced with the liabilities of smallness and newness—which are further exacerbated by gender-associated liabilities—these entrepreneurs develop strategies suited to assist their entrepreneurial ventures. Within the nascent hightechnology global sphere, these female entrepreneurs develop legitimacy for their ventures abroad by accessing external international stakeholders, which leads them to securing much-needed financial and knowledge resources. In addition, their ties with international stakeholders enable them to gain legitimacy among internal Russian stakeholders, thus further enhancing the innovation and performance of their ventures.Item Open Access The Human Side of Collaborative Partnerships’, American Academy of Management Conference (AOM),(2015-08-15) Liu, Y.; Cooper, C.; Sarala, R.; Stokes, Peter; Tarba, Shlomo Y.; Xing, Y.Liu, Y., Cooper, C., Sarala, R., Stokes, P., Tarba, S. Xing, Y. (2015) Professional Development Workshop (PDW): ‘The Human Side of Collaborative Partnerships’, American Academy of Management Conference (AOM), Vancouver, August 2015.Item Open Access The Impact of Organizational Culture Differences, Synergy Potential, and Autonomy Granted to the Acquired High-Tech Firms on the M&A Performance(Sage, 2017-05-03) Tarba, Shlomo Y.; Ahammad, Mohammad F.; Junni, Paulina; Stokes, Peter; Morag, OmriThe aim of the article is to examine the factors influencing the overall acquisition performance of the companies acquiring the high-tech firms. The data were gathered during 2007-2009 via a cross-sectional survey using a questionnaire on a sample of Israeli high-tech firms that were engaged in acquisitions. Given its global leading role in the high-tech sector, Israel constitutes an important site for the study of mergers in this industrial domain. The findings indicate that synergy potential (similarities and complementarities) between high-tech merging firms, effectiveness of post-acquisition integration, and organizational cultural differences positively influence the overall acquisition performance merging high-tech firms. Moreover, our findings suggest that organizational cultural differences moderate the relationship between effectiveness of post-acquisition integration and overall acquisition performance as such that positive effect of effectiveness of post-acquisition integration is higher when organizational differences are higher. Our findings indicate that organizational cultural differences also positively moderate the relationship between autonomy granted and the overall acquisition performance. An important contribution of the present article is the development of a conceptual framework incorporating the direct and moderating effect of organizational cultural differences and autonomy granted on the overall performance of acquisition.Item Open Access The Performative University: ‘Targets and Terror’ in Academia (Stream18),(2017-07-03) Visser, Max; Stokes, Peter; Ortenblad, A.; Tarba, Shlomo Y.The performative university: ‘targets and terror’ in academia Stream proposal, 10th International Critical Management Studies Conference, Liverpool, 3-5 July 2017 The year 1917 saw the advent of the Russian Revolution, which gradually gave way to the Soviet economic system that has been characterized as governed by ‘targets and terror’ and which was notorious for its almost epidemic ‘gaming’ (Bevan & Hood, 2006; Nove, 1958). The same decades that saw the gradual demise of the Soviet system also witnessed the advent of the neo-liberal policy doctrines of ‘Reinventing government’ and ‘New Public Management,’ according to which public sector organizations (including universities) should become more ‘business-like,’ intent on managing performance and building accountability on the basis of quantitative, mostly financial targets (Clegg, 2015; Diefenbach, 2009). It was a historical coincidence in relation to which Bevin & Hood (2006, p. 519) observed: ‘ironically perhaps, just as the targets system was collapsing in the USSR, the same basic approach came to be much advocated for public services in the West by those who believed in ‘results-driven government’ from the 1980s.... It resonated with the ideas put forward by economists about the power of well-chosen numéraires linked with well-crafted incentive systems.’ Exactly a century after the Russsian Revolution, due to these developments it appears that within universities not only the ‘targets and terror’ have persisted from these old and troubled times, but other totalitarian characteristics as well (Geppert & Hollinshead, 2017; Lave et al., 2010). The ‘terror’ has become manifest in the demise of older, more collegial forms of university administration and their large-scale replacement by authoritarian, top-down management by ‘professional’ managers who have no connection or affinity with academic teaching and research (Chandler et al., 2002; Parker, 2014). It has led to a division among university staff between ‘regime sweethearts,’ ‘silent collaborators,’ ‘pragmatist survivors’ and a small ‘active resistance,’ and also to a concomitant closed, anxious and defensive working climate, typical of most totalitarian systems (Alvesson & Spicer, 2016, Butler & Spoelstra, 2014; Teelken, 2012). The ‘targets’ have become manifest in the demise of older, more qualitative forms of collegial feedback and intervision and their large-scale replacement by quantitative performance measurement and management systems that reduce academic teaching and research to ‘scores’ in student surveys and abstract publication ‘points’ in journal ranking systems, respectively (Burrows, 2012; Craig et al., 2014; Mingers & Willmott, 2013). It has led to forms of performance evaluation and accountability that have become more judgmental and punitive and less developmental and supportive, thus further increasing employee anxiety and defensiveness (Kallio et al., 2016; Ter Bogt & Scapens, 2012; Visser, 2016). And, even old forms of propaganda have returned, flooding university campuses and websites with posters, banners and proclamations extolling the virtues and accomplishments of the ‘corporate university’ (Geppert & Hollinshead, 2017; Parker, 2014). In addition, government cutbacks and a neo-liberal penchant for competition and semi-markets have increasingly forced universities to compete with each other for external funds (Wigger & Buch-Hansen, 2013). This has not only led to an increasing commercialization of university teaching and research, catering to business’ interest in ‘commodified’ students and research (Wilmott, 1995), but also a increasing precariousness of university work, in which low-paid, high-stress temporary staff appointments gradually replace existing tenured staff positions and in which academic identities become insecure and fragile (Knights & Clarke, 2014; Lynch & Ivancheva, 2015). Admittedly, not all universities in all parts of the world are equally affected by these developments. The situations appears most alarming in many UK business schools, followed by business schools and faculties in the rest of the Anglo-Saxon world, while many schools and faculties on the Continent appear less affected (Craig et al., 2014; Geppert & Hollinshead, 2017; Parker, 2014; Teelken, 2012).Item Open Access Publishing your Research Methodology Paper, Eighth ‘Sharing our Struggles’ Workshop, Research Methodology Special Interest Group – British Academy of Management(2016-12-09) Clarkson, G.; Stokes, Peter; Tarba, Shlomo Y.BRITISH ACADEMY OF MANAGEMENT RESEARCH METHODOLOGY SPECIAL INTEREST GROUP EIGHTH ANNUAL ‘SHARING OUR STRUGGLES’ WORKSHOP ‘Dealing with (the struggles of) revise and resubmit, and picking yourself up after rejection’ Friday 9 December 2016, Meadow TR.01, Leeds University Business School The workshop relates to the struggles involved in publishing an aspect of research methodology, from those papers where the intended contribution concerns some aspect(s) of research design, method or analysis, to those which entail 'simply' writing up the 'methods' section. The workshop will provide opportunities for participants to: • Consider how best to identify the correct research methodology paper • Write up the paper, or ‘methods’ section to maximise the chances of a R&R • Identify the key requirements, and respond to the challenge of the R&R • Devise strategies to move on from the ‘reject’ Those contributing to the day include: Peter Stokes, Shlomo Tarba, Mohammad Ahmadad, Cathy Cassell and Kerrie Unsworth, all of whom have a considerable experience of journal editorship, reviewing, and publishing (and the inevitable rejection ….). The workshop will provide the opportunity for workshop participants to exchange their experiences and all are encouraged to bring copies of their personal R&R and rejection letters to share with all, and to discuss specific response strategies to on-going papers, and follow the history of published papers, together with those that continue to languish on desktops.Item Open Access The Role of Non-market Strategies in Establishing Legitimacy: The Case of Service MNEs in Emerging Economies(Springer, 2019-06-12) Tarba, Shlomo Y.; Khan, Zaheer; Rodgers, P.; Stokes, PeterIn this article, we examine the mechanisms of the corporate political activities of service multinational enterprises (SMNEs) operating in an emerging economy. Reporting the findings of qualitative interviews with key decision-makers in Ukraine, the article illuminates how SMNEs operating in turbulent institutional contexts can enact various corporate political strategies, including social responsibility activities, to mitigate market costs and develop legitimacy. The findings elucidate how government agencies and institutions may also invoke corporate social responsibility (CSR) as a strategy. The article makes key contributions; firstly, it underscores the complementary dynamics that exist between CPA and CSR strategies in host markets characterised by weak and incomplete institutions. Secondly, the article contributes to the relatively under-explored nature of service sector MNEs operating in such institutional contexts.Item Open Access Sustainability and organizational behavior: A micro-foundational perspective(Wiley, 2017-11-16) Cooper, C.; Stokes, Peter; Liu, Yipeng; Tarba, Shlomo Y.Abstract Organizational behavior is a well-established academic field comprising a comprehensive and wide range of extant literature. In contrast, sustainability and micro-foundational literature constitute significant but nevertheless more relatively recent emergent bodies of work with each having developed particular predilections in the manner in which they are cast and discussed. There is scope, therefore, to bring to bear a range of organizational behavioral insights in conjunction with these areas thereby creating a fusion which surfaces the drivers and antecedents that operate and play out in the dynamic between these domains. The mechanism employed to do this is through the development of a special issue of papers, drawing on a range of methodological approaches and sectorial perspectives. This is important and has the aim of generating fresh insights and challenging conventional ways of viewing the behavioral dimensions of sustainability and especially through a micro-foundational lens. The analyses in the special issue underlines and demonstrates the value of engaging a range of national contexts, sectorial settings and historical and contemporaneous perspectives which shed novel light on the confluences of sustainability, organizational behavior and micro-foundations. The Special Issue also suggests future directions that subsequent research may take in these arenas.