Ioannis C. Thanos

The Use of Accounting-Based Measures in Measuring M&A Performance: A Review of Five Decades of Research

The main aim of this chapter is to review the use of accounting-based measures of merger and acquisition (MA Kolev, Haleblian, & McNamara, 2012; Meglio, 2009). Results indicate that accounting-based measures of performance have been used in 36 studies. Also, in these studies, there exists much heterogeneity with respect to the operationalization of M&A performance, the time lag, and the level of analysis. Next, the chapter proceeds with the discussion of the advantages and disadvantages of accounting measures and the proposition of four substantive priorities for future research in the area.

Understanding how the contextual variables influence political behaviour in strategic decision-making

Purpose – The purpose of this paper is to enhance the knowledge of the antecedents of political behaviour. Whereas political behaviour in strategic decision-making (SDM) has received sustained interest in the literature, empirical examination of its antecedents has been meagre. Design/methodology/approach – The authors conducted a constructive replication to examine the impact of three layers of context, namely, decision, firm and environment, on political behaviour. In Study 1, Greece, we gathered data on 143 strategic decisions, while in Study 2, Egypt, we collected data on 169 strategic decisions. Findings – The evidence suggests that both decision-specific and firm factors act as antecedents to political behaviour, while environmental factors do not. Practical implications – The findings support enhanced practitioner education regarding political behaviour and provide practitioners with a place from which to start by identifying the factors which might influence the occurrence of political behaviour i...

The implications of international entrepreneurial orientation, politicization, and hostility upon SME international performance

This article investigates the relationship between international entrepreneurial orientation (IEO) and international performance taking into account the moderating effects of politicization in internationalization decisions and international hostility. Using data from 208 Greek international small and medium-sized enterprises (SMEs), we found that IEO is positively related to international performance. We also found that neither politicization nor international hostility separately has any moderating effects on this relationship. However, the findings support the view that the combination of high levels of politicization and international hostility critically diminishes the effects of IEO on international performance. These findings enrich the international entrepreneurship field that has been relatively devoid of investigations examining decision-specific aspects of the firm.

An exploratory study of the determinants of the quality of strategic decision implementation in Turkish industrial firms

This paper investigates the determinants of quality of decision implementation. By drawing on a sample of 116 firms located in Turkey, the authors test whether the features of important team processes (i.e. trust and participation), of the organisation (i.e. past performance) and of implementation (i.e. its speed and uncertainty) exert an influence on the quality with which decisions are implemented. Exploratory and confirmatory factor analyses were used to test the validity of the measures, while path analysis was used in hypotheses testing. The results suggest that quality of decision implementation is positively related to trust, participation and past performance, and negatively to implementation speed and uncertainty. The implications of these findings for theory, practice and general management are discussed.

The role of political tactics on the organizational context–career success relationship

Drawing from the norm of reciprocity, signal theory, and psychological contracts, we argue that the use of different types of political tactics, based on their social desirability, can be reciprocal behavioral reactions to contextual cues (i.e. perceptions of organizational support and politics) that can predict career success. Using a sample of 117 middle managers, our findings suggest that the use of sanctioned political tactics partially mediates the relationship between perceptions of organizational support and career success, while non-sanctioned political tactics suppress the relationship between perceptions of organizational politics and career success.

Hard, soft or ambidextrous?:which influence style promotes managers' task performance and the role of political skill

Abstract Ambidexterity at the manager level focuses on the crucial, but underexplored, role of managers’ knowledge, skills, and behaviors to address competing demands and promote organizational ambidexterity. As such, to successfully complete their assigned duties, managers need to employ the appropriate interpersonal style and calibrate their behavior to different contextual demands. This study highlights the role of the individual in the ambidexterity process by introducing the concept of influence tactic ambidexterity, to denote the frequent use of both hard and soft influence and investigating its role on task performance. Drawing on the literature on ambidexterity and HRM, we analyze data from a sample of 172 middle managers and their corresponding 68 supervisors working for multinational organizations, and provide evidence that influence tactic ambidexterity relates to higher levels and less variation in managers’ task performance compared to the sole use of either hard or soft tactics. Our findings also show that political skill positively moderates the relationship between influence tactic ambidexterity and a manager’s task performance. Therefore, this study suggests that influence tactic ambidexterity and political skill can be considered valuable HR assets for managers.

The effects of formalisation, hierarchical decentralisation and lateral communication: strategic decision-making processes on SME international performance

Purpose – This chapter seeks to examine the relationship between three strategic decision-making processes (SDMPs) and international performance of small- and medium-sized enterprises (SMEs). Methodology/approach – Drawing on a sample of 528 SMEs based in four countries (United States, United Kingdom, Greece and Cyprus), the chapter explores the relationship between formalisation, (hierarchical) decentralisation, lateral communication and international performance. The chapter also investigates the moderating effects of dynamism on the aforementioned relationship. Findings – Results indicate that formalisation and decentralisation have a positive effect on international performance; whereas lateral communication has no effect. Some evidence exists to support the moderating role of dynamism on the process–international performance link in that decentralisation produces positive effects in stable settings whereas lateral communication produces positive effects in dynamic ones. Research limitations/implications – This chapter focuses on three SDMP dimensions and one characteristic of the external environment. Future studies are also needed to replicate the findings reported here in other national settings. Also, future studies should consider additional variables. Practical implications – International performance of the SME can be influenced by how managers are involved in their SDMPs. Social implications – Given the high role that SMEs have in modern economies for employment and growth, we identify SDMPs that are conducive to their international performance. Originality/value – This study lies at the intersection of two streams of two complementary streams of research: strategic decision-making and international entrepreneurship. It is one of the first attempts to involve the SDMP stream of research in internationalisation.