Research and Faculty

Forthcoming

Family Firm Internationalization: Past Research and an Agenda for the Future (review article)

Journal: Journal of International Business Studies (Eyes High Star, FT50, AJG 4*)

Authors: Jean-Luc Arregle, Francesco Chirico, Liena Kano, Sumit Kundu, Antonio Majocchi, William Schulze

• Family firms can leverage their unique features for successful internationalization, e.g., strong social capital, access to capabilities and knowledge of multiple generations, and dominance in profitable global niche markets. These benefits, however, materialize only if family firms manage unique barriers to successful internationalization, such as bifurcation bias (or default prioritization of family-related assets), over-relying on existing social capital, intra-family conflict, and indiscriminate prioritization of family-centric noneconomic objectives.
• Firms where the founding family has unilateral control over international strategic decision-making suffer more from unique, family-centric barriers to successful internationalization than firms where the family influences, but does not fully control international strategy. 
• The success or failure of a family firm’s internationalization has major implications for a local social context (e.g., a city or region) due to the particularly strong and long-term embeddedness of family firms in their local environments. Hence, when a medium or large family firm’s internationalization derails (e.g., The Falck Group in Milan; or ILVA in Taranto – Italy), the implications for the local communities are often drastic. Success or failure of businesses is often related to macro-level conditions – specifically, regulatory issues related to family business management. Family business-friendly home country institutions can promote family firm internationalization, for the benefit of both domestic and host economies.  
   

 

Forthcoming

The Different Effects of Hardware and Software on Production Interdependence in Manufacturing

Journal: Decision Support Systems (Eyes High, AJG 3)

Authors: Fengmei Gong, Zhuo Cheng, Barrie R. Nault

• When facing strategic decisions about make versus buy in manufacturing, hardware and software have opposite impacts.
• From a transaction cost perspective this can be due to differential impacts on reducing internal production costs versus external coordination costs.
• The choice of hardware versus software reflects the choice of make versus buy.

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Forthcoming

A meta-analytic investigation of the antecedents, correlates, and consequences of moral disengagement at work

Journal: Journal of Applied Psychology (Eyes High Star, AJG 4*, FT50)

Authors: Tunde Ogunfowora, Piers Steel, Viet Quan Nguyen, Chi Hwang

 

Forthcoming

How do leaders foster morally courageous behavior in employees? Leader role modeling, moral ownership, and felt obligation

Journal: Journal of Organizational Behavior (Eyes High, AJG 4)

Authors: Tunde Ogunfowora, Addison Maerz, Christianne Varty

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Forthcoming

EXPRESS: Is Nestlé a Lady? The Feminine Brand Name Advantage

Journal: Journal of Marketing (Eyes High Star, FT50, AJG 4*)

Authors: Ruth Pogacar, Justin Angle, Tina M. Lowrey, L.J. Shrum, Frank R. Kardes

• The linguistic gender of brand names drives brand perceptions, which in turn influences people’s attitudes toward the brand and even their choices at the cash register.
• Brand names with linguistic features such as ending in a vowel convey warmth, are better liked by consumers, are more likely to be chosen over less feminine brands, and are more likely to be ranked higher by Interbrand.
• However, this research also found that linguistically feminine brand names are not an advantage for strictly utilitarian products, such as bathroom scales, and are no better than masculine names for products specifically targeted at men

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Forthcoming

Workforce Scheduling with Order-picking Assignments in Distribution Facilities

Journal: Transportation Science (Eyes High, AJG 3)

Authors: Arpan Rijal, Marco Bijvank, A. Goel, René de Koster

 

Forthcoming

Strategic Nepotism in Family Director Appointments: Evidence from family business groups in South Korea

Journal: Academy of Management Journal (Eyes High Star, AJG 4*, FT50)

Authors: Seung-Hwan Jeong, Heechun Kim, Hicheon Kim

• The appointment of family directors is a critical part of successful succession planning for family businesses.
• A more deliberately nurtured family member over time via board appointments is more likely to develop into a qualified executive with firm-specific human and social capital, as well as the necessary general managerial skills.
• More prestigious or safer boards of directors are reserved for family members, while non-family executives are relatively overrepresented on precarious or risky ones. 

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Forthcoming

The Embodiment of Insult: A Theory of Biobehavioral Response to Workplace Incivility

Journal: Journal of Management (Eyes High, AJG 4*, FT50)

Authors: Lilia Cortina, Sandy Hershcovis, Kathryn Clancy

• Positive social connections at work can alleviate adverse physiological health effects for workplace incivility victims. 
• Inclusion practices should be used to curb toxic workplace cultures and prevent physiological health consequences for victims.
• Organizations should foster inclusion practices to ensure that marginalized groups have the social support they need to respond to workplace incivility. 

 

Forthcoming

It’s not a Lonely Journey: Research collaboration strategies for knowledge production with allies

Journal: Academy of Management Learning & Education (Eyes High, AJG 4)

Authors: Tero Montonen, Paivi Eriksson, Jaana Woiceshyn

• Three research collaboration strategies – the fair play strategy, the organic dialogue strategy, and the efficiency template strategy – offer alternative modes to business school researchers through which they can collaborate with companies and students (who are potential research allies also after their graduation).
• Having alternative research collaboration strategies is important in making business school research more impactful and relevant to business.
• Having a choice of alternative research collaboration strategies is also important to business school researchers: they could be inspired to do collaborative research and choose a strategy that best matches their values and sense of purpose, which ultimately drive their research.

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Forthcoming

See no evil, hear no evil, speak no evil: Theorizing network silence around sexual harassment

Journal: Journal of Applied Psychology (Eyes High Star, AJG 4*, FT50)

Authors: Sandy Hershcovis, Ivana Vranjes, Jennifer Berdahl, Lilia Cortina

• Strengthen intersex work ties to help reduce network silence around sexual harassment.
• Create opportunities for women and marginalized groups to connect to help transform social networks to prevent network silence around sexual harassment.
• Increase representation of women at all ranks to minimize network silence around sexual harassment.

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Forthcoming

Lender Monitoring and the Efficacy of Managerial Risk-Taking Incentives

Journal: The Accounting Review (Eyes High Star, FT50, AJG 4*)

Author: Anup Srivastava

• Stock options are the most important pay mechanism to align shareholder interests with those of managers. By limiting the downside risks and providing unlimited upside payoffs, stock options encourage managers to pursue risky, positive net present value projects, such as corporate innovation.
• Banks have the most to lose when a borrowing firm takes risks, because unlike its shareholders, banks get no upside in the firm value, but lose the principal value of their loans if a borrowing firm defaults. 
• Banks tightly monitor their borrowers’ activity to control risky endeavours. We show that banks’ stringent monitoring and control nullifies the incentive of stock options, thereby reducing corporate innovation.

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Forthcoming

Look who is talking ... and who is listening: Finding an integrative “we” voice in entrepreneurial scholarship

Journal: Entrepreneurship Theory and Practice (Eyes High, FT50, AJG 4)

Author: Dimo Dimov, Reiner Schaefer, Joseph Pistrui

• If entrepreneurship scholars want to study that which is distinctive of entrepreneurship, then their research needs to address the practical perspectives of entrepreneurs.
• To connect with entrepreneurs’ practical decision-making perspectives, entrepreneurship scholars need to engage in conversations with the entrepreneurs, thereby making themselves accountable to entrepreneurs and their reasons.
• Scholarly rigour requires relevance or else it misses the point of the phenomena it claims to study.

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Forthcoming

Provisioning Interoperable Disaster Management Systems: Integrated, Unified, and Federated Approaches

Journal: MIS Quarterly (Eyes High Star, FT50, AJG 4*)

Authors: Hong Guo, Yipeng Liu, Barrie R. Nault

• Resource interoperability is key to districts sharing resources effectively.
• Tension is between technology fit for a given district and interoperability with other districts.
• Incentives can be used to motivate the collectively optimal interoperability approach.

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Forthcoming

Delegation of Stocking Decisions under Asymmetric Demand Information

Journal: Manufacturing & Service Operations Management, 23(1), 55–69. (Eyes High, FT50, AJG 3)

Authors: Osman Alp, Alper Sen

• Inventory replenishment decisions for retail chains are commonly made at their headquarters; this practice neglects information that individual store managers have about local demand and volume.
• Inventory replenishment decisions could be delegated to local store managers, but there is no incentive for them to make decisions that align with headquarters’ interests.
• A proposed new method that blends new Key Performance Indicators into the performance scorecard of store managers could lead to significant savings, boost customer service levels and provide competitive advantage over rival businesses.

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March 2021

A Few Implications of the COVID‐19 Pandemic for International Business Strategy Research

Journal: Journal of Management Studies, 58(2), 597–601. (Eyes High, AJG 4, FT50)

Authors: Alain Verbeke, Wenlong Yuan

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March 2021

Abusive Supervision Differentiation and Employee Outcomes: The Roles of Envy, Resentment, and Insecure Group Attachment

Journal: Journal of Management, 47(3), 623–653. (Eyes High, FT50, AJG 4*)

Authors: Babatunde Ogunfowora, Justin M. Weinhardt, Christine C. Hwang

• When managers habitually abuse some team members but not others, feelings of envy and resentment ultimately lead to psychological distress, unethical work behaviours and intentions to quit among all team members.
• Organizations should clearly establish zero tolerance for general abusive behaviour by managers and explicitly discourage managers from selectively abusing certain employees, possibly tying managerial performance to “no abuse” compensation systems.
• Organizations should also implement training that helps managers to be mindful of situations where they may, unwittingly or knowingly, justify their abuse of certain team members.

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February 2021

The Family as a Platform for FSA Development: Enriching New Internalization Theory with Insights from Family Firm Research

Journal: Journal of International Business Studies, 52(1), 148–160. (Eyes High Star, FT50, AJG 4*)

Author: Liena Kano, Luciano Ciravegna, Francesco Rattalino

• We show how family-firm owners and managers can extract the most value from resources contributed by the family, and describe examples of family-owned multinationals that successfully capitalized on the family nature of their businesses to compete in international markets.
• We describe unique barriers that may prevent family-owned multinationals from successfully exploiting their unique resources at home and abroad.
• We describe strategies employed by family-owned multinationals to monitor for, and safeguard against, unique biases that may prevent family firms' successful internationalization.

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February 2021

The Anatomy of an Award-winning Meta-Analysis: Recommendations for Authors, Reviewers, and Readers of Meta-analytic Reviews

Journal: Journal of International Business Studies, 52(1), 23–44. (Eyes High Star, AJG 4*, FT50)

Authors: Piers Steel, Sjoerd Beugelsdijk, Herman Aguinis

• Meta-analysis is increasingly a big science project, needing larger teams with more support. On average it takes a team of 5 people 67 weeks to conduct a meta-analysis.
• One of the new tools that enable modern meta-analysis is developed here at Haskayne: HubMeta.
• We are on the verge of a science explosion, where knowledge is summarized in close to real time, creating “living systematic reviews.” 

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December 2020

Commentary: Global Value Chains in the Post-Covid World: Governance for Reliability

Journal: Journal of Management Studies, 57(8), 1773–1777. (commentary: Eyes High, AJG 4)

Authors: Liena Kano, Chang Hoon Oh

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October 2020

Social and Situational Dynamics Surrounding Workplace Mistreatment: Context Matters

Journal: Journal of Organizational Behavior, 41(8), 699–705 (editorial: Eyes High, AJG 4)

Authors: Sandy Hershcovis, Lilia Cortina, Sandra Robinson

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October 2020

Industry Structure and the Strategic Provision of Trade Credit by Upstream Firms

Journal: Review of Financial Studies, 33(10), 4916–4972. (Eyes High Star, FT50, AJG 4*)

Authors: Alfred Lehar, Yang Song, Lasheng Yuan

• Competition authorities should watch how financing arrangements in supply chains can reduce competition and make consumers worse off.
• It can be better for competition if production firms do not engage in banking activities.

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September 2020

Chinese Multinationals’ Fast Internationalization: Financial Performance Advantage in One Region, Disadvantage in Another

Journal: Journal of International Business Studies, 51(7), 1076–1106. (Eyes High Star, FT50, AJG 4*)

Authors: Heechun Kim, Jie Wu, Douglas A. Schuler, Robert E. Hoskisson

• Top managers should consider together both the speed and geographic space of internationalization.
• Top managers are advised to rapidly venture into and focus on intra-regional host countries, where they can utilize their home-grown firm-specific advantages, including technological and marketing resources.
• Top managers should be cautious when rapidly expanding into inter-regional host countries, not only because they may have difficulty transferring home-grown firm-specific advantages successfully, but also because it is challenging to address large differences across inter-regional host countries.

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September 2020

Regional and global strategies of MNEs: Revisiting Rugman & Verbeke (2004)

Journal: Journal of International Business Studies, 51(7), 1045–1053. (editorial: Eyes High Star, FT50, AJG 4*)

Authors: Benjamin Rosa, Philippe Gugler, Alain Verbeke

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July 2020

Network Brokerage: An integrative review and future research agenda

Journal: Journal of Management, 46(6), 1092–1120. (Eyes High, FT50, AJG 4*)

Author: Seok-Woo Kwon, Emanuela Rondi, Daniel Z. Levin, Alfredo De Massis, Dan Brass

• Network brokerage research has advanced considerably since the pioneering work of Burt (1992) and others.
• Our review shows that there remain many opportunities for management and other social science researchers to engage more fully with network brokerage, from a theoretical, empirical, and practical standpoint.

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June 2020

Global Value Chains: A review of a multi-disciplinary literature

Journal: Journal of International Business Studies, 51(4), 577–622. (Eyes High Star, FT50, AJG 4*)

Author: Liena Kano, Eric W.K. Tsang, Henry W. Yeung

• This article reviews the rapidly growing domain of global value chain (GVC) research by analyzing several highly cited conceptual frameworks and then appraising published GVC studies from various disciplines.
• Building on GVC conceptual frameworks, we conducted the review based on a comparative institutional perspective that encompasses critical governance issues at the micro-, GVC, and macro-levels. Our results indicate that some of these issues have garnered significantly more scholarly attention than others.
• We suggest several future research topics.

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June 2020

Constructing and Sustaining Counter-institutional Identities

Journal: Academy of Management Journal, 63(3), 935–964. (Eyes High Star, FT50, AJG 4*)

Authors: Samia Chreim, Ann Langley, Trish Reay, Mariline Comeau-Vallée, Jo-Louise Huq

• New models of organizing and service delivery can create counter institutions and may require the construction of a counter institutional identity to persist.
• Where a work group or organization involves the enactment of counter-institutional principles, values, roles, and practices, leaders and managers need to be aware of inherent challenges and must engage in identity work to situate the group in opposition to the dominant institution.
• Organizational leaders can facilitate counter-institutional identity work by creating an environment where members see themselves as different from the dominant identity and recognize this difference as a strength and a source of pride.

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May 2020

The Bribery Paradox in Transition Economies and the Enactment of 'New Normal' Business Environments

Journal: Journal of Management Studies, 57(3), 597–625. (Eyes High, FT50, AJG 4)

Authors: Kimberly A. Eddleston, Elitsa R. Banalieva, Alain Verbeke

• Bribes do bring an immediate benefit, but the longer-term consequences often make the situation worse because an environment is created where bribes are normalized.
• With a higher frequency of bribes, the expectation of bribes becomes contagious throughout the economy and it therefore becomes even harder to do business. Governments in transition economies should therefore prioritize rooting out bribery practices.
• In a family firm, the identity of the owners becomes intertwined with the behaviour and reputation of their firm. Once a family firm is known to be corrupt, the family name is equated with being willing to bribe, and this leads to a vicious cycle where bribes are expected without really helping to remove business obstacles in the big picture.

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April 2020

Inaction Traps in Consumer Response to Product Malfunctions

Journal: Journal of Marketing Research, 57(2), 298–314. (Eyes High Star, FT50, AJG 4*)

Authors: Neil Brigden (post-doctoral fellow), Gerald Häubl

• Smaller problems can trap us into never addressing them because we initially put off the decision of whether to address them and then devalue later opportunities to address them.
• Consumers often allow smaller product malfunctions to persist, leading them to enjoy the product less and be less interested in using it again in the future, even with the problem fixed.
• It is possible to get out of an inaction trap by choosing a previously unavailable course of action.

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March 17, 2021

Should Midsize Companies Play Offense or Defense in a Downturn?

Source: Harvard Business Review (online)

Authors: Vijay Govindarajan, Anup Srivastava, Aneel Iqbal

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February 17, 2021

The U.S. Economy Is Leaving Midsize Companies Behind

Source: Harvard Business Review (online)

Authors: Vijay Govindarajan, Anup Srivastava, Luminita Enache

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January 26, 2021

The Uncertainty of Middle Management Jobs - And How to Stay Relevant

Source: California Management Review – Insight (online)

Authors: Vijay Govindarajan, Nikhil Sikka, Anup Srivastava

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December 16, 2020

U.S. Financial Reporting Is Stuck in the 20th Century

Source: Harvard Business Review (online)

Authors: Vijay Govindarajan, Shivaram Rajgopal, Anup Srivastava, Luminita Enache

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October 6, 2020

COVID-Imposed Opportunity to Selectively Unlearn Past Practices

Source: California Management Review – Insight (online)

Authors: Vijay Govindarajan, Anup Srivastava, Thomas Grisold, Adrian Klammer

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August 24, 2020

Tech Giants, Taxes, and a Looming Global Trade War

Source: Harvard Business Review (online)

Authors: Vijay Govindarajan, Anup Srivastava, Hussein Warsame, Luminita Enache

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July 31, 2020

Private sector. Don’t just stand there, do something BIG!

Source: California Management Review – Insight (online)

Authors: Paul Danos, Vijay Govindarajan, Anup Srivastava

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June 2, 2020

A Post-Pandemic Strategy for U.S. Higher Ed

Source: Harvard Business Review (online)

Authors: Vijay Govindarajan, Anup Srivastava

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May-June, 2020

What's the Best Pace of Expansion?

Source: Harvard Business Review, 98(3), 29. (FT50, AJG 3)

Authors: Heechun Kim