Pan-Pacific Conference XXXIV. Designing New Business Models in Developing Economies

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Furthermore, there was not an agreement among empirical inquiries about the support behind the extension of the theory of planned behavior to a firm level. Some additional studies applied the theory directly [22], without further theoretical sustenance related to the level of the dependent variable. Other inquiries sustained their propositions in additional theories, such as upper echelon one [30], or “modify the theory of planned behavior to fit the business context and the specific objectives” [26, p. 42] of the study. However, above all, these empirical findings did not deal with the main innovation of the theory of planned behavior, which was to propound that the prediction of a specific behavior was not complex and could be based on a limited set of factors [16]. In addition, this inquiries were not able to consider some relevant topics in their interpretation of reality, such as legitimacy or the interaction between agency and structure 1 , issues studied under the neo-institutional theory [18][28]. Furthermore, these studies did not offer approaches to firms’ competitive advantages founded on concepts of internal resources and capabilities, which was the main concern of the resource-based theory [6]. THE SCOPE AND CONNECTEDNESS OF NEO- INSTITUTIONAL AND RESOURCE-BASED THEORIES On the other hand, the focus of neo-institutional and resource-based theories, including the natural resourced-based view, was to explain organizational level phenomena [6][13][19]. Regarding the neoinstitutional theory, the literature emphasized that “a central claim is to understand the organizing of collective efforts” [23, p. 1222], where organizations are “socially constructed phenomenon that has been endowed with agency and considerable power” [23, p. 1223]. Likewise, inquiries remarked the relevance of resource-based theory to explain organizations [7]. Moreover, these theories allowed to explain the influence of structure and agency [21][25] on firms’ practices, and their interactions. Furthermore, the connectedness between the neoinstitutional and resource-based theories found support in the literature [14][25][32]. This situation, where explanations of firms’ level phenomena founded on different theoretical approaches coexisted, was admitted and promoted by the literature. The literature remarked the multidisciplinary character of strategic management and mentioned that one of the ways to reduce this theoretical pluralism was to “Identify and promoting theoretical developments and empirical analysis that subsume and integrate multiple theoretical steams” [14 , p. 11]; moreover, an inquiry based on both neo- 1 A possible approach to the interaction between agency and structure could emerged from the study of feedback loop between behavior and social norms. With regard to that, the literature remarked that the theory did not neglect these feedbacks loops [4]; nevertheless, the theory did not study in depth this topic or propound an explanation of social change based on the interaction between agency and social structure. 260 institutional and resource-based theories was acknowledged as an example of this perspective [11]. In this context, the relationship between institutions and firms’ practices obtained support in the neoinstitutional theory, under its concepts of legitimacy and institutional logics. Legitimacy was sustained on “actors’ perceptions of the organization, as a judgement with respect to the organization, or as the behavioral consequences of perceptions and judgement, manifested in actors’ action-‘acceptance’, ‘endorsement’, and so forth” [9, p. 152]. On its behalf, institutional logics were “the socially constructed, historical patterns of cultural symbols and material practices, including assumptions, values, and beliefs, by which individuals and organizations provide meaning to their daily activity, organize time and space, and reproduce their lives and experiences” [29, p. 1]. Moreover, the microfoundations of neo-institutional and resource-based theories [17] could support the inclusion of managers’ environmental attitudes in the explanation of firms’ environmental practices. Microfoundations focused “on applying individuallevel concepts, such as cognition and learning, to the firm level” [5, p. 138] analysis of phenomenon. In addition, concepts of sense-making [27], proposed by of neo-institutional theory, and dynamic managerial capabilities [1], from the resource-based theory, completed the explanation of the firm level phenomenon. CONCLUSION An explanation of firms’ behavior that included institutional and managers’ attributes brought issues that emerged from the interaction of structure and agency, microfoundations, and firms’ capabilities. These topics were analyzed and interpreted by both neo-institutional and resource-based theories. In spite of the relevance of theory of planned behavior in the explanation of human social behavior, it lacked the theoretical extension that allowed to find the justification of firms’ behavior. REFERENCES [1] Adner, R., & Helfat, C. E. Corporate effects and dynamic managerial capabilities. Strategic Management Journal, 2003, 24(10), 1011-1025. [2] Ajzen, I. The theory of planned behavior. Organizational Behavior and Human Decision Processes, 1991, 50(2), 179-211. [3] Ajzen, I. Martin Fishbein’s legacy: The reasoned action approach. The Annals of the American Academy of Political and Social Science, 2012, 640, 11-27. [4] Ajzen, I. The theory of planned behaviour is alive and well, and not ready to retire: a commentary on Sniehotta, Presseau, and Araújo-Soares. Health Psychology Review, 2015, 9(2), 131–137. [5] Barney, J. & Felin, T. What are microfoundations? The Academy of Management Perspectives, 2013, 27(2), 138-155
[6] Barney, J. Firm resources and sustained competitive advantage. Journal of Management, 1991, 17(1), 99-120. [7] Barney, J., Kletchen, D., & Wright, M. The future of resource-based theory: revitalization of decline. Journal of Management, 2011, 37(5), 1299-1315. [8] Berry, M. A., & Rondinelly, D. A. Proactive corporate environmental management: a new industrial revolution. The Academy of Management Executive, 1998, 12(2), 38-50. [9] Bitektine, A. Toward a theory of social judgments of organizations: the case of legitimacy, reputation, and status. Academy of Management Review, 2011, 36(1), 151- 179. [10] Cordano, M., & Frieze, I. Pollution reduction preferences of U.S. environmental managers: applying Ajzen’s theory of planned behavior. Academy of Management Journal, 2000, 43(4), 627- 641. [11] Cordano, M., Marshall, R. S., & Silverman, M. How do small and medium enterprises go ‘‘green’’? a study of environmental management programs in the U.S. wine industry. Journal of Business Ethics, 2009, 92(3), 463-478. [12] De Leeuw, A., Valois, P., Ajzen, I., & Schmidt, P. Using the theory of planned behavior to identify key beliefs underlying pro-environmental behavior in high-school students: implications for educational interventions. Journal of Environmental Psychology, 2015, 42, 128-138. [13] DiMaggio, P. J., & Powell, W. W. The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 1983, 48(2), 147-160. [14] Durand, R., Grant, R. M., & Madsen, T. L. The expanding domain of strategic management research and the quest for integration. Strategic Management Journal, 2017, 38(1), 4-16. [15] Ervin, D., Khanna, M., Wu, J., Jones, C., & Wirkkala, T. Motivations and barriers to corporate environmental management. Business Strategy and the Environment, 2013, 22(6), 390-409. [16] Fishbein, M., & Ajzen, I. Predicting and changing behavior: the reasoned action approach. New York, NY: Psychology Press, 2010 [17] Foss, N. J., & Pedersen, T. Microfoundations in strategy research. Strategic Management Journal, 2016, 37(13), E22-E34. [18] Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., Lounsbury, M. Institutional complexity and organizational responses. The Academy of Management Annals, 2011, 5(1), 317-371. [19] Hart, S. L. Natural-resource-based view of the firm. The Academy of Management Review, 1995, 20(4), 986-1014. [20] Hawcroft, L. J., & Milfont, T. L. The use (and abuse) of the new environmental paradigm scale over the last 30 years: a meta-analysis. Journal of Environmental Psychology, 2010, 30(2), 143-158. [21] Heugens, P. P. M. A. R, & Lander, M. W. Structure! Agency! (and other quarrels): a meta-analysis of institutional theories of organization. Academy or Management Journal, 2009, 52, 61-85. [22] Langham, J., Paulsen, N., & Härtel, C.E.J. Improving tax compliance strategies: can the theory of planned behaviour predict business compliance? eJournal of Tax Research, 2012, 10(2), 364-402 [23] Meyer, R. E., & Höllerer, M. A. Does institutional theory need redirecting? Journal of Management Studies, 2014, 51(7), 1221-1233. [24] Nguyet, T., & Baird, K. The comprehensiveness of environmental management systems: the influence of institutional pressures and the impact on environmental performance. Journal of Environmental Management, 2015, 160, 45-56. [25] Oliver, C. Sustainable competitive advantage: combining institutional and resource-based views. Strategic Management Journal, 1997, 18(9), 697- 713. [26] Papagiannakis, G., & Lioukas, S. Values, attitudes and perceptions of managers as predictors of corporate environmental responsiveness. Journal of Environmental Management, 2012, 100, 41-51. [27] Raaijmakers, A. G. M., Vermeulen, P. A. M., Meeus, M. T. H., & Zietsma, C. I need time! Exploring pathways to compliance under institutional complexity. Academy of Management Journal, 2015, 58(1), 85-110. [28] Scott, W. R. Institutions and organizations. Ideas, interests and identities, Kindle version: Sage Publications, 2014. [29] Thornton, P., Ocasio, W., & Lounsbury, M. The institutional logics perspective. A new approach to culture, structure, and process. Oxford: Oxford University Press, 2012. [30] Wang, F., Cheng, Z., Keung, C., & Reisner, A. Impact of manager characteristics on corporate environmental behavior at heavypolluting firms in Shaanxi, China. Journal of Cleaner Production, 2015, 108, 707-715. [31] Zailani, S. H. M, Eltayeb, T. K., Hsu, C, & Choon, K. The impact of external institutional drivers and internal strategy on environmental performance. International Journal of Operations and Production Management, 2012, 32(6), 721-745. [32] Zhao, E. Y., Fisher, G., Lounsbury, M., & Miller, D. Optimal distinctiveness: broadening the interface between institutional theory and strategic management. Strategic Management Journal, 2017, 38(1), 93-113. 261
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PAN-PACIFIC CONFERENCE XXXIV Design
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2017 PAN-PACIFIC PROGRAM COMMITTEE
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The Pan-Pacific Business Associatio
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TUESDAY, MAY 30, 2017 13:30 - 15:00
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WEDNESDAY, MAY 31, 2017 13:30 - 15:
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The Adverse Effect of Psychological
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Sake Branding Strategy: Securing Ne
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The Failure of Transport Megaprojec
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WP12 International Finance Alpamayo
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INDEX Anderson, John WA12 Iluz, Mic
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xx
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Women Entrepreneurs and Family Firm
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catering for the local market. In o
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three groups with performance´ dif
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Cross-Disciplinary Education: Not B
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Attitudes Towards Servant Leadershi
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[6] Liden, R.C., Wayne, S.J., Zhao,
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(SD = 7.77), and work experience 12
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A representative emotion inventory
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emergence of a paradigm. In I. J. G
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OBJECTIVE The primary objective of
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Threshold effects of psychological
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eported in Table 4. Partial F-tests
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The adverse effect of psychological
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pp. 283-289, 2011. [6] T. Vantilbor
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the scales are reported in brackets
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The Key Characteristics of Necessit
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At a glance, there appears to be so
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Job Calling, Work Identity and Job
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jobs to achieve set milestones that
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competency model is well founded on
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I-deal, I-craft, I-perform: A theor
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changes that affects their roles (G
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mechanisms.There were three overarc
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Table 1. Efficiency Results. DMU DE
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Not by Bread Alone: Estimating Futu
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squeeze more potatoes for direct hu
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well explains glocal with a holisti
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motor-vehicle industry in the Johan
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The Collaboration with Infrastructu
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Table1.Koshino Shu Kura (Jyoetsumyo
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product: its focus is on the needs
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The Rise of Populism in the West an
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It is important to note that althou
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1.3 1.2 1.1 1 0.9 0.8 0.7 0.6 Commu
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0.85 customs, the reduction in time
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Table 1. Confirmatory Factor Analys
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Uncovering the Beauty of the Capita
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the largest number of research stud
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An Exploratory Study regarding Mode
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According to the results of hierarc
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Standard Sake has been circulated b
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Can Ethics Be Used as a Tool of Inf
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85
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Defensive reactions as potential re
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Data gathering methods Data (in thi
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utility by comparing with the exist
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Virginia Tech - most calculations f
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Aggression and bullying attributes
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implications for both the individua
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The Role of Factory Facilities on S
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[44]. The following hypotheses are
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Delhi’s garment sector. In Toward
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A Manager’s personal value system
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commenting that good staff would le
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Law, Ethics and Business -How compa
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But to accept as quote, not reprodu
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integrity. In identifying the posit
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Consumer Awareness of Supply Chain
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Applications of Supplier Governance
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oth relational governance mechanism
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changing environment will disrupt g
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The Seven Efforts of Toyooka City:
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Study Related to Factors causing Fo
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- More people tend to choose privat
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students wishing to go to Italy. Ho
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investigating a multitude of design
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The failure of transport megaprojec
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C. Gautrain Gautrain is a high spee
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Delivering the required supply chai
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TABLE 1: Ranking of sills requireme
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[16] Taylor, M. B., 2016. A strateg
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divested fifty-nine percent of its
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Information Technology Project Fail
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Factors of IT project failure One o
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TFIDF w, a = TF w, a * IDF w (1) ID
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A Big Data Processing of Anxiety an
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Anxiety Index is defined as the rat
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serious problems due to pet fires,
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Deployment of Japanese Companies to
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stable politics and society situati
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APEC 61 437 615 21 634 2.8 World 11
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esults in higher levels of adaptati
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Web 2.0 tools for Virtual Reference
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Yes % 12.5% 14.8% 31.5% 33.2% 60.5%
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(Brundage, 2015), reminding one of
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CONCLUSION The review fostered a br
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significant causes of information o
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Circulation Type Farm Waste Managem
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IV. FUTURE CHALLENGES AND ANTIMICRO
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webpages, the Scopus database, Webo
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Supply Chain Materials Flow and the
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more speed, greatly exceeding the p
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To identify the external and intern
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Equality platforms. Also equity ref
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The Strategic Process in Large Ecua
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CONCLUSION AND DISCUSSION The resul
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12/10 12/11 12/12 13/01 13/02 13/03
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Business and Social Initiatives in
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case No. SKS-069. Boston: Harvard B
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Purchase intention Purchase intenti
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Signing the Annual Report of the Sw
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waste. A person without any powers
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2. DEVELOPMENT OF HYPOTHESIS Existi
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Perceptions of financial institutio
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Page 239 and 240: theoretically and intuitively sound
Page 241 and 242: still intriguing, (Carrington, 2013
Page 243 and 244: The effectiveness of strategic mana
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Page 249 and 250: Measuring human capital disclosure
Page 251 and 252: DISCUSSION Managerial implications
Page 253 and 254: emain in the organization as they m
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Page 257 and 258: B.‘The Boston Big Dig’ - U.S.A.
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Page 263 and 264: engine, sanitation, health and work
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Page 267 and 268: Saharan African countries [8]. It i
Page 269 and 270: Systemic exclusion - barrier to eff
Page 271 and 272: ecause they focus on managing the r
Page 273 and 274: II. LITERATURE REVIEW The role of l
Page 275 and 276: 60 50 40 30 20 10 0 Graph 3: Locati
Page 277 and 278: [25] Blok, M.M., Groenesteijn, L.,
Page 279 and 280: conducted in ways that diminishes t
Page 281 and 282: the supply chain. Second, suppliers
Page 283 and 284: In addition, firms’ responses to
Page 285: Limitations of the Theory of Planne
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