Clyde Eiríkur Hull

How Corporate Social Responsibility Engagement Strategy Moderates the CSR–Financial Performance Relationship

We propose that firm profits are shaped by how firms engage in corporate social responsibility. Recent research on the corporate social responsibility (CSR)–corporate financial performance (CFP) relationship proposes a variety of contextual and organizational factors to create a more robust link. However, few of these studies explore the role of the CSR engagement strategy. Drawing on absorptive capacity theory and related perspectives such as time compression diseconomies, asset mass efficiencies, and path dependence theory, we argue that when a firm engages in CSR slowly and consistently, focuses on related CSR dimensions, and starts with internal dimensions of CSR, CFP will be enhanced. With longitudinal data collected from 130 firms from 1995 to 2007, we find that firms benefit more when they adopt a CSR engagement strategy that is consistent, involves related dimensions of CSR, and begins with aspects of CSR that are more internal to the firm. The pace of the CSR engagement strategy, however, does not moderate the CSR–CFP relationship. This study helps fill the gap in CSR research by showing that, regardless of contextual factors, a firm can choose the proper strategy to enhance the financial benefits of the CSR engagement.

Innovation in Non-Profit and For-Profit Organizations: Visionary, Strategic, and Financial Considerations

Abstract Innovation has been widely studied in the context of for-profit organizations. Less attention has been paid in business literature to innovation in non-profit organizations. This paper lays out a model for comparison and then explores the differences between the two types of organizations. Using these data, predictions are made as to how these differences will impact the innovative behaviour of non-profit organizations and theories are proposed about the methods of innovation most suited to a non-profit organization. A theoretical model is presented which incorporates differences in vision, in strategic constraints, and in financial constraints.

An Investigation of Entrepreneurial Orientation, Perceived Environmental Hostility, and Strategy Application among Chinese SMEs

Little is known about how Chinese small and medium‐sized enterprises (SMEs) respond to their competitive environment. We predict that when industry competition is intense, entrepreneurial Chinese SMEs tend to perceive more environmental hostility than do their nonentrepreneurial peers. The perceived environmental hostility further drives these firms to choose marketing strategies but not cost control or innovation strategies. Data from 170 Chinese SMEs confirm our hypotheses, indicating that though some entrepreneurial orientation (EO) effects transcend different economy types, other EO effects differ significantly as the environment changes.

Reexamining Media Capacity Theories Using Workplace Instant Messaging

This study empirically examines the general propositions of media capacity theories using a newer and increasingly popular communication medium: instant messaging (IM). We develop hypotheses based on the proposition that synchronous communication media are perceived to be more effective for convergence communication while asynchronous communication media are perceived to be more suitable for conveyance communication. These hypotheses were tested using data collected from 81 IM users in four organizations by means of survey instruments developed for this study. The results suggest that although IM was perceived to be a highly synchronous communication medium, it was not perceived to be as effective for convergence communication as it was for conveyance communication. These results seem to challenge the general propositions of media capacity theories. Theoretical implications are discussed.

THE SIX FACETS MODEL: TECHNOLOGY MANAGEMENT IN THE EFFECTIVE IMPLEMENTATION OF CHANGE

Organizational fitness is often achieved by making changes in business operations. These changes frequently involve the use of a new technology. The effective implementation of change is aided by examining the benefits and challenges of technology management when making decisions. Important elements for consideration in technology management are technology evaluation, integration, planning, implementation, training and change. A solution is proposed to combine and encompass these elements of technology management to encourage the positive aspects and avoid the negative aspects of change implementation. The tool consists of principles to be addressed for each element.

Innovation and NGOs a Framework of Interaction

Innovations that antagonize non-governmental organizations (NGOs) will face significantly greater challenges than those that do not. The impact of non-governmental organizations on the commercialization of new technology is evolving from the more traditional indirect approach of lobbying governments. The new NGO approach is to pursue private politics, in which the NGO seeks to exert direct influence over entrepreneurial companies that commercialize radical new technology. The authors use the industry study approach to explore how this new NGO role affects innovation. They present a theoretical framework that encompasses the emerging role of NGOs and set out the practical managerial implications that emerge from their analysis.

EXTERNALITIES AND THE SIX FACETS MODEL OF TECHNOLOGY MANAGEMENT: GENETICALLY MODIFIED ORGANISMS IN AGRIBUSINESS

The Six Facets Model of technology management has previously only been applied to process innovation at the firm and the industry level. In this article, the model is applied to product innovation for the first time. In the context of genetically-modified organisms in the agribusiness industry, we examine radical product innovation through the Six Facets Model. We propose, based on the history of genetically-modified organisms in agribusiness, that when applied to product innovation the Six Facets Model will benefit considerably from the inclusion of potential negative externalities and the reactions of external stakeholders.

SUPPLEMENTING THE SIX FACETS MODEL OF TECHNOLOGY MANAGEMENT WITH A MODIFIED ANALYTIC HIERARCHIC PROCESS: THE EFFECTIVE EVALUATION OF NEW TECHNOLOGY PRIOR TO IMPLEMENTATION

The Six Facets Model presents a tool for managing the implementation of change in an organization. Its utility, however, is largely to be found after the decision to implement a major technological change has been made. This paper proposes a Modified Analytic Hierarchic Process (MAHP) to supplement the Six Facets Model by allowing the manager to consider whether to implement a new technology before turning to the Six Facets Model to ensure a successful implementation. The combination of these tools yields a simple, yet powerful, approach to the management of new technology.

The Impact of Human Resource Management on Corporate Social Performance Strengths and Concerns

Although high-performance human resource practices do not directly affect corporate social performance (CSP) strengths, they do positively affect CSP strengths in companies that are highly innovative or have high levels of slack. High-performance human resource management (HRM) practices also directly and negatively affect CSP concerns. Drawing on the resource-based view and using secondary data from an objective, third-party database, the authors develop and test hypotheses about how high-performance HRM affects a company’s CSP strengths and concerns. Findings suggest that HRM and innovation are important capabilities because they create and enhance other capabilities.

THE STRATEGY CONFIGURATION OF CHINESE SMEs

This paper investigates how Chinese SMEs configure marketing, cost-control, and innovation strategies in order to attain better organizational effectiveness. Rather than the more standard approach of suggesting that SMEs focus exclusively on one strategy, we hypothesize that when a strategy configuration is composed of multiple prioritized and related strategies, organizational effectiveness will be improved. Data collected from 133 small and medium-sized Chinese SMEs verified our hypotheses. The implications of our study for Chinese SMEs, Chinas policy makers, and overseas investors are discussed.