Vicente Safón

What do global university rankings really measure? The search for the X factor and the X entity

Most academic rankings attempt to measure the quality of university education and research. However, previous studies that examine the most influential rankings conclude that the variables they use could be an epiphenomenon of an X factor that has little to do with quality. The aim of this study is to investigate the existence of this hidden factor or profile in the two most influential global university rankings in the world: the Academic Ranking of World Universities (ARWU) of the University of Shanghai Jiao Tong, and the Times Higher Education (THE) ranking. Results support the existence of an underlying entity profile, characterized by institutions normally from the US that enjoy a high reputation. Results also support the idea that rankings lack the capacity to assess university quality in all its complexity, and two strategies are suggested in relation to the vicious circle created between institutional reputation and rankings.

CEO-TMT interaction: do tenure and age affect ambidexterity dynamism?

The aim of this study is to clarify the influence of the CEO, the top management team and their interactions on the dynamism of organisational ambidexterity. We argue that ambidexterity is a dynamic capability that enables firms to become aligned with their environment. We examine this phenomenon in the context of the current economic crisis, with particular reference to SMEs. We propose tenure and age as characteristics of business elites that help to explain ambidexterity dynamism. In SMEs, the tenure and age of CEOs and interactions with top management team characteristics play a decisive role in the decision-making process, and therefore, in how the company adapts its orientation to ambidexterity. Through the study of 91 SMEs, we show that the characteristics of the CEO combined with the traits of the TMT are relevant for understanding ambidexterity dynamism.

EMPRESA FAMILIAR, EQUIPOS DIRECTIVOS, DIVERSIDAD Y AMBIDIESTRÍA EN LAS PYMES

El objetivo de este trabajo es analizar el papel del caracter familiar en la ambidiestria de las pequenas y medianas empresas (PyMEs). Proponemos que las capacidades asociadas al caracter familiar de la empresa y a las caracteristicas demograficas de sus elites directivas, especificamente su diversidad, afectan a los procesos de toma de decisiones. Dichas caracteristicas facilitan la percepcion de los cambios en el entorno y la respuesta ante ellos con alternativas que, implicando conflictos o tensiones, permiten aprovechar dichos cambios y, ademas, promueven la habilidad de reconfigurar los recursos para conseguirlo. En una muestra de 132 PyMEs demostramos que la ambidiestria se ve favorecida por el caracter familiar y por la diversidad, en edad y experiencia, de sus equipos directivos. Asi, las empresas mas ambidiestras serian aquellas en las que coincide propiedad y direccion, y no presentan diversidad generacional, pero cuentan con equipos directivos diversos en terminos de edad y experiencia.The purpose of this paper is to analyze the impact of family character on SMEs’ ambidexterity. We propose that family character-associated capacities and top management demographic characteristics, particularly team diversity, can influence decision making. These characteristics facilitate perceiving environment changes, as well as responding to them with alternatives that allow SMEs to take advantage of such changes. In addition, these characteristics promote skills that can help reconfigure resources. In a sample of 132 SMEs, we demonstrate that family character and team diversity management – both in terms of experience and age – can improve ambidexterity. More specifically, in the more ambidextrous firms, owners and top management showed age and tenure diversity, but no generational diversity

Improving the likelihood of SME survival during financial and economic crises: The importance of TMTs and family ownership for ambidexterity

In the context of an economic and financial crisis characterized by scarce munificence and high uncertainty, we examine the role of organizational ambidexterity in SMEs survival, and the TMT and ownership characteristics that influence ambidexterity. Our analysis of Spanish manufacturing SMEs in the context of an international economic crisis suggests that: (1) firm survival is associated with ambidexterity; (2) diversity in TMT tenure improves firm ambidexterity and (3) a negative effect exists between family ownership and ambidexterity, but (4) a positive effect exists between family ownership and survival. This study contributes to our understanding of the antecedents of SME ambidexterity by providing a theoretical model that combines the arguments of upper-echelons theory with those found in family-firm research offering an extended view of corporate elites in SMEs. Our research highlights and provides support to the superiority of ambidexterity for survival under external (crisis) and internal (SMEs) restrictions.

Higher Education in Management: The Case of Spain

The history of the management education system in Spain can be described by breaking it down into four periods: (1) the emergence of the management education system, (2) the creation of formal university studies and foundation of management/economics faculties (under pre-democratic laws), (3) the structuration and universalization of the management education system (under democratic laws) and (4) the current management education system (after the implementation of the European higher education reform, or Bologna declaration). (1) Emergence of the management education system (up to 1943): The university education system in Spain is one of the oldest in Europe. The University of Salamanca was founded 1218 by King Alfonso IX. Together with the universities of Paris, Oxford and Bologna, it is one of the oldest universities in Europe. Formal education in business administration can be dated back to 1897 when the so-called schools of commerce were created. Those initial studies in management or business did not belong to the public university system until 1912, when the schools of commerce were ascribed to the different public universities. In the private university system, the Deusto Business School that belongs to University of Deusto (founded 1886) pioneered the training of business leaders, starting its activity in 1916. Up to that point, studies in management were not considered part of the formal education system and were mainly offered and performed by the schools of commerce. (2) Creation of formal university studies and foundation of management/economics faculties: The second period of development of management studies starts with the formal establishment of university-level studies in business and the foundation of the faculties of economics and business (1943–1980s). The first faculty offering business education was founded in 1943 (The Faculty of Political Science and Economics of the Complutense University) in Madrid, and some scholars consider this to be the most important milestone in the changing of business studies’ structure in the higher education system (Infante Diaz 2013). After Madrid, new faculties were created in 1953 in Barcelona and Bilbao, and between 1963 and 1967 at the universities of Malaga, Santiago de Compostela and Valencia. Before 1983 there were already 34 Spanish public universities and four private universities (Deusto, Pontificia de Comillas, Navarra and Pontificia de Salamanca) offering business studies. In this period, business studies were offered through three different types of programmes. There was a three-year programme amounting to a diploma in business administration (BA), mostly offered in schools of commerce belonging to universities, a five-year programme for the graduate (Licenciado) in economics and business administration and the doctorate programmes in BA offered in the faculties of economics and business. (3) Structuration and universalization of the management education system: After the establishment of democracy in Spain (1978), the higher education system was widely reformed. The legal system changed significantly, granting a higher level of autonomy to the universities (LRU 1983). Degrees in economics and business were significantly updated, introducing new subjects, both compulsory and non-compulsory, and increasing specialization. In this period (1980s–2007), the demand for management education notably grew and the number of suppliers, both private and public, increased considerably too (see Fig. 5.1); virtually every public university created its own faculty of economics and business. The system allowed for the first time the creation of degrees specialized in business studies, independent from those in economics. The structure of the university studies remained very close to what existed in the previous period, with a catalogue of official studies based in two cycles: Diplomado (three years, first cycle degree) or Licenciado (three + two years, second cycle degree). The educational system recognized only four official degrees related to business: Diplomado in business sciences (first cycle: mainly taught at schools of commerce), Licenciado in management and/or business administration (first + second cycle: five years), Licenciado in market research techniques (second cycle: + two years), Licenciado in actuarial and financial sciences (second cycle: + two years). Students had to complete a five-year degree (or three + two) in order to be admitted onto a PhD programme. Master’s studies were not included in the official catalogue of university degrees, so they were offered as a complement by universities or private business schools. Private business schools dominated the market in master’s for management education and training.

Empresa familiar, equipes administrativas, diversidade e ambidestria em pequenas e médias empresas

El objetivo de este trabajo es analizar el papel del caracter familiar en la ambidiestria de las pequenas y medianas empresas (PyMEs). Proponemos que las capacidades asociadas al caracter familiar de la empresa y a las caracteristicas demograficas de sus elites directivas, especificamente su diversidad, afectan a los procesos de toma de decisiones. Dichas caracteristicas facilitan la percepcion de los cambios en el entorno y la respuesta ante ellos con alternativas que, implicando conflictos o tensiones, permiten aprovechar dichos cambios y, ademas, promueven la habilidad de reconfigurar los recursos para conseguirlo. En una muestra de 132 PyMEs demostramos que la ambidiestria se ve favorecida por el caracter familiar y por la diversidad, en edad y experiencia, de sus equipos directivos. Asi, las empresas mas ambidiestras serian aquellas en las que coincide propiedad y direccion, y no presentan diversidad generacional, pero cuentan con equipos directivos diversos en terminos de edad y experiencia.The purpose of this paper is to analyze the impact of family character on SMEs’ ambidexterity. We propose that family character-associated capacities and top management demographic characteristics, particularly team diversity, can influence decision making. These characteristics facilitate perceiving environment changes, as well as responding to them with alternatives that allow SMEs to take advantage of such changes. In addition, these characteristics promote skills that can help reconfigure resources. In a sample of 132 SMEs, we demonstrate that family character and team diversity management – both in terms of experience and age – can improve ambidexterity. More specifically, in the more ambidextrous firms, owners and top management showed age and tenure diversity, but no generational diversity

Family-owned company, management teams, diversity, and ambidexterity in small and medium-sized companies

El objetivo de este trabajo es analizar el papel del caracter familiar en la ambidiestria de las pequenas y medianas empresas (PyMEs). Proponemos que las capacidades asociadas al caracter familiar de la empresa y a las caracteristicas demograficas de sus elites directivas, especificamente su diversidad, afectan a los procesos de toma de decisiones. Dichas caracteristicas facilitan la percepcion de los cambios en el entorno y la respuesta ante ellos con alternativas que, implicando conflictos o tensiones, permiten aprovechar dichos cambios y, ademas, promueven la habilidad de reconfigurar los recursos para conseguirlo. En una muestra de 132 PyMEs demostramos que la ambidiestria se ve favorecida por el caracter familiar y por la diversidad, en edad y experiencia, de sus equipos directivos. Asi, las empresas mas ambidiestras serian aquellas en las que coincide propiedad y direccion, y no presentan diversidad generacional, pero cuentan con equipos directivos diversos en terminos de edad y experiencia.The purpose of this paper is to analyze the impact of family character on SMEs’ ambidexterity. We propose that family character-associated capacities and top management demographic characteristics, particularly team diversity, can influence decision making. These characteristics facilitate perceiving environment changes, as well as responding to them with alternatives that allow SMEs to take advantage of such changes. In addition, these characteristics promote skills that can help reconfigure resources. In a sample of 132 SMEs, we demonstrate that family character and team diversity management – both in terms of experience and age – can improve ambidexterity. More specifically, in the more ambidextrous firms, owners and top management showed age and tenure diversity, but no generational diversity

Promotion of service industries by means of entry restriction: the case of operators in the slot machine industry

This article examines the effects of government policy on entry restriction for firms within a specific market of the Spanish gambling industry. Spain is an ideal economic region for studying this topic, as it allows for the analysis of quasi-identical populations exposed to different regulatory regimes. In Spain, gaming legislation is determined at the autonomous community level (state level), where differences across states within a single country are of particular interest. This paper analyses the performance of slot machine operators in three autonomous communities, each with different policies with regard to entry restriction. Fifty-eight firms were analysed using multiple regression, and we have concluded that, if prices are controlled, entry restriction may also have positive effects on its incumbents. The results are particularly interesting for countries or states within nations that are considering an increase or reduction in market regulation and who wish to predict the outcomes of these markets for operators.