Charles R. Greer

Human resource outsourcing and organizational performance in manufacturing firms

Abstract Considerable anecdotal evidence suggests that an organizations use of outsourcing will have an influence on its performance. However, few empirical examinations of the outsourcing–performance relationship have been conducted. In this study, we analyze the relationship between the outsourcing of human resource (HR) activities, namely training and payroll, and firm performance. In addition, we hypothesize that the outsourcing–performance relationship is not the same for all firms. As a result, we test for the potential moderating effects of firm size. Our sample consists of 94 manufacturing firms representing 16 two-digit SIC code industries. Results indicate that both training and payroll outsourcing have implications for firm performance. However, findings regarding a moderating effect of firm size were inconclusive.

Collaborative Innovation with Customers: A Review of the Literature and Suggestions for Future Research

Collaborative innovation with customers or users is increasingly important for the development of new products and services. In this paper we provide a review of the literature, placing emphasis on how firms engage in collaborative innovation with individual and business customers. Our review develops a synthesized conceptual framework from three existing models, and other streams of research, to organize this diverse body of literature. We review studies from several disciplines including innovation, strategy, management, marketing and information technology. Although much of the literature assumes net positive benefits from such collaboration, we also discuss contrary perspectives. We highlight areas in which research is needed for greater understanding of the strategic issues and for managing the collaborative process, and provide suggestions for future studies.

Organizational and Financial Correlates of a “Contrarian” Human Resource Investment Strategy

Correlates of the “contrarian” investment strategy of countercyclical hiring were investigated through the use of regression models that explain variance in four measures of such hiring at the indi...

Strategic Leadership: Values, Styles, and Organizational Performance

Strategic leaders are being challenged by stakeholder demands that organizations meet triple bottom line performance measures. Nonetheless, there is a paucity of empirical research on how strategic leaders’ values and leadership styles are related to such measures. We describe values and established and evolving leadership styles and review the results of empirical studies investigating their relationship with organizational performance. Gaps in our knowledge of such relationships are identified and suggestions for future research are provided. A continuum of leadership styles, from transactional through responsible, is developed using the dimensions of stakeholder salience and economic, social, and environmental performance outcomes.

Escalation of commitment: a comparison of differences between Mexican and U.S. decision-makers

Differences in tendencies toward escalation of commitment are examined in a comparative study of Mexican and US decision-makers. Results show that Mexican subjects were significantly more inclined toward escalation. Mexican subjects also reported significantly greater confidence in their escalatory decisions, and subjects from both countries escalated their commitment when bad news about the investment came from subordinates. Furthermore, Mexican subjects made relatively smaller additional investments when they were personally responsible for the initial investment decision.

Gender differences in union membership, preferences, and beliefs

This study uses moderated regression analysis and two major sources of individual data to examine gender differences in union membership, pro-union voting intent, union instrumentality, and relative confidence in union leaders. Some specific male-female differences are noted, particularly involving union-related variables. Overall, however, the authors report a minimal role for gender as a determinant of the alternative union-related measures examined.

Grievance initiation: A literature survey and suggestions for future research

The correlates of grievance initiation are described within the context of categories of relevant factors suggested by the literature. The categories include environmental, management, union, union-management interaction, and employee factors. In the environmental category, the literature indicates that technology effects provide substantial promise for the explanation of grievances. Several important correlates of grievance activity are described in each of the other categories. Suggested methodological improvements for future research include expanded sets of control variables, multiple industry data sets, greater attention to grievance types, and the use of causal analytical techniques in longitudinal studies. Future research should provide a better understanding of the effects of several variables, including technology, methods of grievance resolution, workgroup cohesion, and fair representation requirements. It should also identify relationships that are specific to different issues.

Employee Reactions to Disciplinary Action

While the use of disciplinary actions in the workplace is common, few studies have investigated employee reactions to these actions. Using survey data collected from 177 firefighters, associations between various aspects of meting out discipline and employee reactions are examined in an exploratory study. Results reveal that the pleasantness with which disciplinary action is administered appears to be the most important factor in lessening disciplines potential for generating emotional reactions and deterioration of supervisor/subordinate relationships. In addition, perceived appropriateness of discipline is related to the degree to which prior relations were positive, accuracy of supervisors diagnosis of the situation, and presentation of a reason for discipline. Cessation of targeted behaviors was least explained by the variables of the study suggesting that the factors that account for effective behavior change through disciplinary action are in need of identification.

The effect of strikes on shareholder returns

Relationships between labor disputes and shareholder wealth are examined through analysis of 91 strikes between 1951 and 1973. Stock market reactions to strikes of different durations are analyzed through a market model methodology. Different market adjustments are found for short, intermediate, and long duration strikes. Shareholder returns prior to strikes are below market returns for firms in the short strike category, approximately equal to the market returns for firms in the short strike category, approximately equal to the market for firms in the intermediate strike duration category, and above the market for firms in the long strike category. After strikes, shareholder returns decline for firms in the short and long strike duration categories.

The Value of Research and its Evaluation in Business Schools: Killing the Goose that Laid the Golden Egg?

Critics have characterized academic research as being of little practical or commercial value. Such criticism of scholarly research, as opposed to applied research, resonates with detractors who do not appreciate the evolving role of business schools in providing foundational research. The authors contend that scholarly research helps develop knowledge in fields such as strategic management, enhances the value of later applied research, and provides content for courses. Not all research is of high quality, however, so the evaluation of research is critical. The authors examine several considerations for evaluation, such as journal rankings, interdisciplinary evaluation, and breadth of approach.