Proposed as a theory of motivation, the basic tenet of conservation of resources (COR) theory is that humans are motivated to protect their current resources and acquire new resources. Despite its recent popularity in the organizational behavior literature, several criticisms of the theory have emerged, primarily related to the central concept of resources. In this review, we address concerns regarding the conceptualization, conservation, acquisition, fluctuation, and measurement of resources. We highlight gaps in the COR literature that can be addressed by integrating research from other areas of psychology and management. In this manner, we hope to push the COR literature forward by resolving several concerns and providing suggestions for future research that might address other concerns.

Zhuang, and two reviewers for helpful discussions and comments. CROSS-LISTING AND THE SCOPE OF THE FIRM “What determines the scope of the firm? ” is one of the most fundamental questions in strategic management and international business. Yet no previous research has investigated the relationship between the scope of the firm and cross-listing—a firm listing its stock on overseas exchanges. We leverage the resource-based and institution-based views with a focus on cross-listed firms from emerging economies. We predict that cross-listing may result in a narrower product scope in the short run, a wider product scope in the long run, an expanded geographic scope overall, and a higher propensity to engage in mergers and acquisitions in the host country.

We present a comprehensive theory of collective organizational engagement, integrat-ing engagement theory with the resource management model. We propose that engage-ment can be considered an organization-level construct influenced by motivationally focused organizational practices that represent firm-level resources. Specifically, we evaluate three distinct organizational practices as resources—motivating work design, human resource management practices, and CEO transformational leadership—that can facilitate perceptions that members of the organization are as a whole physically, cognitively, and emotionally invested at work. Our theory is grounded in the notion that, when used jointly, these organizational resources maximize each of the three underlying psychological conditions necessary for full engagement; namely, psycho-logical meaningfulness, safety, and availability. The resource management model also underscores the value of top management team members implementing and monitor-ing progress on the firm’s strategy as a means to enhance the effects of organizational resources on collective organizational engagement. We empirically test this theory in a sample of 83 firms, and provide evidence that collective organizational engagement

The long, lonely, and uncertain road to pursue a PhD and write a dissertation are close to impossible without the support, coaching, and guidance of a number of people and organizations. For the purpose of intellectual and emotional honesty, and sincere gratefulness, I would like to thank everybody involved in this process in one way or another. Some deserve a special mention though. First, I am very grateful to have received proactive, insightful, and supportive guidance by my

Despite the fact that more than half of all jobs are filled internally, we know surprisingly little about the organizational process used to facilitate internal mobility. This dissertation addresses this gap by examining the different ways by which current employees are allocated to new jobs within organizations. Using personnel records and job application data from a large services organization, I examine how posting and sponsorship â?? the two mostly commonly used internal hiring processes â?? shape outcomes of importance to firms and workers. Posting is a formal, market-oriented process in which a manager posts a job and interested employees apply. Sponsorship is an informal, relationship-oriented process in which a manager fills a job with a candidate known through a personal connection. In the first study, I examine how posting and sponsorship shape value creation and capture, arguing that while posting will generate higher quality of internal hires by helping managers overcome challenges associated with identifying and evaluating internal candidates, the competitive nature of the process will lead workers to negotiate for higher salaries, limiting the value a firm is able to capture through improved decision-making. Consistent with these arguments, I find that posting results in better hires but at a higher cost, highlighting important tradeoffs associated with allocating human capital

Abstract not found

Abstract not found

Abstract This study aims to investigate the complex interaction of different resource sets and capabilities in the process of performance creation within the context of resource-based theory. In order to address this objective, an inductive case study approach that included multiple data collection methods such as in-depth interviews, observation and documentation was utilized. The data that were analyzed through causal network models indicated organizational culture, reputational assets, human capital, business processes and networking capabilities as the most important determinants of firm performance within the context of an emerging market firm case study findings. Keywords: Performance creation, resource-based view, causal network model, Turkey JEL Classification: M1, M19 Background to the research In recent years, the RBV's focal point has been to gain insights about managing strategic resources effectively since a firm's ability to acquire, bundle, deploy and develop resources through complex social and organizational capabilities is more important than absolute resource levels in achieving sustainable competitive advantage as well as driving performance The resource-capability interactions on the way of creating performance are just more than complex and still remain opaque in strategic management literature A similar example can be given for innovation and performance relationship. At the macro-level, a strong relationship between innovation and performance can be found. But as long as the interdependencies and interactions among micro-foundations (such as organizational culture that supports the creative skills of the employees or managerial interventions that boost innovative thinking atmosphere in the organization) are not explained and the roles and effects of these heterogeneous complementarities on innovation performance are not revealed, innovation capability of the organization cannot be managed. To increase performance of the firm, innovation and creative skills of the organization should be increased as well. To achieve this, managerial intervention is required. Although the managers cannot directly affect the innovativeness of the firm, they can influence capabilities by hiring new employees with new characteristics and creative skills or by creating conditions that favor the accumulation of certain kinds of human capital or by modifying the architecture of the organization in favor of flat structure rather than hierarchical structure. So, managerial intervention plays a mediating/moderating role in the relationship between innovation and performance and without analyzing these interventions, performance creation process cannot be understood. Method and data collection This study aims to contribute to the understanding of complex interactions and interconnectedness of resources and capabilities by providing several illustrations derived from the case study of Estée Lauder, Turkey. In order to achieve this, an inductive case study method was utilized in this research. Given the complex and embedded characteristics of resources and capabilities, the exploratory nature of the study requires the use of "what", "how" and "why" types of questions and researchers need to interact closely with top managers in the organizations to maximize the quality of data collected. In such circumstances, case studies provide in-depth knowledge and deeper understanding of the sources of firm success by taking the researcher into the organization Analysis In the stage of the analysis, narratives were used in order to provide some real snapshots from the interviews and compel researcher to be less mechanistic and more coherent. After multiple readings of the interview questions and transcripts that contain the answers of the participants, the open-ended text and narratives were interpreted by a thematic analysis based on identifying recurrent words and emerging themes A causal network helps to identify causal mechanisms and complex interactions between variables and provides a rich picture that explains "why variables are related, why they are rated differently, why some precede others, and which ones matter more" (Miles & Huberman, 1994, p. 160 between well-defined concepts along with the complex interactions, a causal network model for the case was generated. In the causal network model employed in this study, whilst dotted lines (---) showed the relationships between resources and capabilities, direct lines (-) showed the relationship between a resource/capability and firm performance and points (•) denoted the interactions of resources and capabilities. Direction of the relationships was shown by arrows and names of the resource and capabilities that were derived from the qualitative findings were shown in boxes with assigned numbers and letters (e.g., 1b, 3c). For example, in a relational notation; (3a → 9a → 10a → 7c) taken from Estée Lauder case where (3a) was assigned to indicate the concept of "company policy", (9a) was assigned to indicate the concept of "digital, mobile and social media tools", (10a) was assigned to indicate the concept of "professional services know-how", and (7c) was assigned to indicate the concept of "brand loyalty", the notation attempted to mean that "through digital, mobile and social media tools that were used as a company policy, a professional services know-how created which led to brand loyalty among customers". Causal network modeling is widely used in qualitative investigations because it brings out directional relations along with co-relational ones. Causal network model of Estée Lauder -Turkey was shown in figure 1.

Thank Citatio

ABSTRACT This paper revisits and extends our earlier work (in 2005) in the pages of this journal. We argue that there is a need for more fine-grained understanding of the country context along two dimensions: (1) institutional development and (2) infrastructure and factor market development. Specifically, we propose an enriched typology of emerging economies with a focus on mid-range emerging economies, which are positioned between traditional emerging economies and newly developed economies. Then we examine new multinationals from these mid-range emerging economies that have internationalized both regionally and globally. We outline directions for further research based on this typology in terms of (1) government influence, (2) resource orchestration, (3) market entry, and (4) corporate governance regarding the internationalization strategy of these emerging multinationals from mid-range economies.