It turns out there’s some element of truth to the Despicable Me movies where the villain is transformed from being Super Bad to Super Dad after he has to father three little girls. Now new research has shown that having a daughter also impacts the way CEOs run their companies. A study of some of the largest companies in the US shows that CEOs with daughters spend an extra $59.5 million per year on corporate social responsibility (CSR). They also tend to lean towards more diversity in the workplace when it comes to gender and minorities, show greater concern for employees, and do more to ensure work-life balance. In fact, having a female child makes a male CEO almost a third more likely to make CSR decisions similar to those made by a female CEO. The new research was done by CEIBS Finance Professors Henrik Cronqvist and Frank Yu. They looked at the decisions made by almost 400 American CEOs who, between them, have a total of almost 1,000 children. Previous research had shown that judges with daughters tend to vote more liberally. So too are congressmen with daughters, especially when it comes to reproductive rights issues. This is the first time, though, that the effect on the behaviour of CEOs from large corporations has been examined. “Male CEOs with at least one daughter show a stronger attachment to society at large and concern for the well-being of stakeholders other than their shareholders. This may be expressed as increased concern for not only diversity, but also the environment, employee relations, and similar issues,” says Prof Frank Yu. The paper is available for download at http://ssrn.com/abstract=2618358
International Journal of Human Resource Management
This study examined how taking charge was related to job satisfaction, affective organizational commitment, and job performance among Hong Kong Chinese newcomers, and how emotional competence moderates the latter relationships. The results of a two-wave survey study involving 137 newcomers supported the proposition that taking charge would be positively associated with job satisfaction and affective organizational commitment, but not with job performance. In addition, emotional competence significantly moderated the relationship between taking charge and job performance, such that taking charge was positively related to job performance only when newcomers’ emotional competence was high.
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Industrial Management & Data Systems
Purpose - The purpose of this paper is to investigate the influence of competition on supply chain integration (SCI).
Design/methodology/approach - Survey data from 617 manufacturers in China were used in this study. Taxonomy with cluster analysis was used to investigate the patterns of competition, and analysis of variance (ANOVA) was used to investigate the influence of these competition patterns on SCI.
Findings - Seven competition patterns composed of local competition, international competition, and operational challenges were identified from the survey data. The ANOVA results showed that companies with different patterns achieved significantly different levels of SCI, indicating that higher levels of local competition, international competition, and operational challenges drove higher levels of SCI. Post hoc analyses revealed that international competition had stronger effects than local competition on SCI. Research limitations/implications - The data were collected from a single country, which may limit the generalization of the findings. The data were cross-sectional and thus lacked causal explanatory power. Practical implications - The findings provide suggestions for managers to use different configurations of SCI to adapt to different patterns of competition.
Originality/value - This study makes three main contributions to the literature. First, it extends the research on the relationship between competition and cooperation to the supply chain management area. Second, it extends the concept of competition by incorporating not only competitive intensity, but also competitive scope and competitive capability. Third, the use of a configuration approach rather than a dimensional approach to investigate the effects of competition on SCI solves many methodological problems.
Supply chain integration
We explore the appropriateness of structuring CVC units internally (the corporation makes investments off its own balance sheet) versus externally (the corporation, acting as a limited partner, endows a separate legal entity managed by general partners with capital to invest on its behalf). We study the implications of this structural choice on i) scope of investments, ii) balance between strategic and financial objectives, iii) performance measurement, iv) deal sourcing and due diligence, v) post-investment involvement of the corporation, vi) HR issues, and vii) exit considerations. We conclude with recommendations for corporations on when to employ internal versus external CVC structures.
Corporate Venture Capital