Investigating investment decisions in equity crowdfunding: The role of projects' intellectual capital

The study aims to investigate the signalling role played by the intellectual capital of entrepreneurial projects towards crowdfunders. The study argues that information on; the intellectual capital of entrepreneurial projects posted on equity crowdfunding platforms can be perceived by external small investors or crowdfunders as signals of the venture's quality and can induce them to invest. By leveraging on the role of signalling theory in the mitigation of information asymmetries, the study argues that the intellectual capital of projects looking for equity crowdfunding is a powerful signal that positively affects the investment decisions of crowdfunders. Three components of entrepreneurial projects' intellectual capital – human, structural, and relational capital – are considered as factors affecting the success of equity crowdfunding campaigns, measured in terms of funding collected and the number of investors. The findings reveal that relational capital positively affects the investment decisions of equity crowdfunders and thus explains the success of equity crowdfunding campaigns. Factors related to human capital and structural capital have a positive impact on investment decisions, but only to a limited extent. This study provides valid implications for entrepreneurs, platform managers, and policy-makers/authorities.     

团队社会资本与知识转移关系的实证研究:交互记忆系统的中介作用

团队社会资本被认为是促进团队知识转移的关键因素,但已有研究对社会资本如何影响团队知识转移的作用机理还缺乏系统的理论分析和实证研究。本文引入交互记忆系统作为中介变量,对社会资本是否通过交互记忆系统对团队知识转移产生影响进行实证研究。基于对23家软件外包承接企业的93个项目团队的问卷调查数据,通过结构方程模型方法发现,交互记忆系统在社会资本与团队知识转移的关系中发挥显著的完全中介作用,团队通过社会资本促进交互记忆系统的形成,是提高知识转移绩效的有效途径。     

社会资本与女性创业——基于GEM数据的跨国(地区)比较研究

从女性的社会地位和社会角色分工切入,探讨在不同经济发展水平和制度背景下社会资本对其创业选择的影响,并采用全球创业观察(global entrepreneurship monitor)和全球政府治理指标(worldwide governance index)两个大型国际数据库进行跨国(地区)比较研究,发现女性创业者社会资本与其创业选择呈倒U型关系,在一定阈值下社会资本能增加女性的创业选择,而超过该阈值社会资本的增加反而会降低女性的创业选择.同时,女性个人的人力资本和国家(地区)的经济发展水平会削弱社会资本的上述作用,制度环境则会增强社会资本的上述作用.这一研究揭示了社会地位、社会角色期望对女性参与创业活动的束缚,是将女性的社会角色纳入创业分析的一次有益探索.     

社会资本嵌入视角的电子废弃物回收治理研究

本文首先分析了电子废弃物回收行为的演化进程,指出由政府主导型向企业主导型,最后向利益相关者共同治理型转变的趋势。进而将社会资本划分为结构维与认知维两个变量,运用聚类分析、方差分析与回归分析对假设进行初步验证,并运用结构方程模型探究社会资本、治理行为与持续参与意愿三者间的整体关系。结果表明,社会资本对治理行为与持续参与意愿均有正向影响,三种治理行为均起到正向中介作用。特别地,缺乏政策强制力的认知维社会资本与激励行为对持续参与意愿的正向影响有限,而具有强制力性质的结构维社会资本与指导行为则作用明显。最后,结合政策强制力比号召性行为更有助于提高持续参与意愿的特点,本文指出电子废弃物回收产业发展的管理启示:管理者应及时发布行业发展指导意见,规范产业链主体经营行为;产业链主体需注重社会资本的积累与运用;利益相关者必须树立价值共创的理念,实现利益相关者共同治理。     

From social capital to entrepreneurial orientation: The mediating role of dynamic capabilities

This paper analyzes how social capital and its three dimensions—structural, relational, and cognitive—affect entrepreneurial orientation through dynamic capabilities. We specifically analyzed the effect of each dimension of social capital on firms' entrepreneurial orientation and the mediating effect of dynamic capabilities to explain these relationships. This study was conducted on a sample of firms in the Spanish agri-food industry. The results of the empirical analysis show that dynamic capabilities are generated by firms' social capital. Dynamic capabilities lead relational and cognitive social capital to develop a higher entrepreneurial orientation. The negative effect of structural social capital can only be countered if firms build and develop dynamic capabilities.     

Of those who plan: A meta-analysis of the relationship between human capital and business planning

Business planning is a popular managerial practice, especially in the SME context. Yet, literature presents diverging perspectives regarding business planning and the role it fulfills for the individuals leading these organizations. To advance research, we focus on evidence regarding factors that determine whether and how individuals engage in business planning. Drawing on human capital concepts and the theory of planned behavior, we scrutinize how education and different prominent work experience types influence business planning behaviors. We use meta-analysis to aggregate data on 8095 observations leading SMEs from 31 independent data sets. We find critical differences in planning behaviors relating to human capital types, as well as to whether individuals engage in substantive planning processes or the specific preparation of a formal business plan. Implications of our findings for research on business planning are discussed.     

The Development of Entrepreneurial Leadership: The Role of Human,Social and Institutional Capital

This paper contributes to the literature on entrepreneurial leadership development. Leadership studies are characterized by an increasing emphasis given to an individual leader's social and organizational domain. Within the context of human capital and social capital theory, the paper reflects on the emergence of a social capital theory of leadership development. Using a retrospective, interpretivist research method, the authors present the experience of a cohort of business leaders on an executive development programme to uncover the everydayness of leadership development in practice. Specifically, they explore how entrepreneurial leadership develops as a social process and what the role of social capital is in this. The findings suggest that the enhancement of leaders’ human capital only occurred through their development of social capital. There is not, as extant literature suggests, a clear separation between leader development and leadership development. Further, the analysis implies that the social capital theory of leadership is limited in the context of the entrepreneurial small firm, and the authors propose that it should be expanded to incorporate institutional capital, that is, the formal structures and organizations which enhance the role of social capital and go beyond enriching the human capital stock of individual leaders.     

‘Belonging’ to a Virtual Research Centre: Exploring the Influence of Social Capital Formation Processes on Member Identification in a Virtual Organization

Identification, a person's sense of belonging, is thought to have positive outcomes because those who identify strongly will be more motivated to achieve organizational goals. This study applies a social capital lens in order to highlight how different social capital formation processes contribute to member identification, with a focus on virtual organizations where dispersed membership may preclude face‐to‐face interactions. The study provides a rare opportunity to explore variation in identification in a single organizational context. The results highlight how some dimensions of social capital augment each other and affect identification through the four conditions that influence social capital development: time, interdependence, interaction and closure. The study suggests that, while creating interdependence and an array of means for interaction support the development of both social capital and identification, not all members of the organization need to feel equally connected. Partial closure appears beneficial for information flows and ‘renewal’ of the virtual organization.     

上市公司权益与负债双重融资决策实证研究

立足于市场时机理论和传统的资本结构理论,针对同时发行权益和增加债务的公司,探讨投资者行为和心理以及公司的目标资本结构等因素对管理层融资决策的作用.文章首先利用OLS估计双重融资决策的影响因素和影响程度,然后通过Binary Logistic回归对双重融资和单独权益融资、单独债务融资决策进行两两比较,探讨公司管理层的不同融资决策选择的动因.为了检验结果的稳定性,还将融资定义中的5%提高到10%.研究发现市值账面比同时包含市场对公司的成长性理性预期和非理性估价所带来的市场时机.这两种信息混合作用于公司的融资选择.     

Estimating return on leadership development investment

When making capital investment decisions organizational leaders are trained to consider the financial return on investment. Yet, the same expectation typically does not exist for investments in leadership training. We suggest that decisions regarding leadership training and development ought to use a similar approach as the process leads to organizations incurring cost for an anticipated benefit, like any other investment. In the current paper, we describe how to estimate the return on leadership development investment (RODI) and the implications for measuring organizational effectiveness from such analyses. Using different guiding assumptions, scenarios, length of the intervention, and level of management participating in the leader development program, the expected return on investment from leadership development interventions ranged from a low negative RODI to over 200%.     

Trends and challenges of developing human capital in India

With the population touching 1.2 billion, half of which is around 25 years of age, India is set to be among one of the top countries for human capital in the next two decades. While the country has been making rapid progress economically, human capital additions may remain marginal and may not keep up with the pace of economic growth unless accompanied by planned development of manpower. The Indian corporate sector was the first to start a dedicated HR function 30 years ago and the nation was the first to have a Ministry of HRD 20 years ago. Despite the early start, the last two to three decades have provided a mixed bag of experiences and expectations. Conservative HRD policies have not helped India's skill base to develop at the same rate as economic progress. An inadequate research base and the low quality of people entering the HR profession have prevented corporate HRD from becoming more productive than it is now. A lot of attention is directed towards recruitment, retention and compensation strategies rather than to talent multiplication. At the same time, innovative leaders and chief executive officers (CEOs) who have taken up the mantle of HR have made a mark. The future of human capital formation will be bright at the national level if the government makes more intense efforts to build human capital and becomes more innovative and expansive. At the corporate level, the credibility of HR is still suspect as it has not been able to match its steps with those of India's more innovative leaders. Preparation of a new breed of HR professionals combined with education of CEOs in what good HR can do may go a long way in helping Indian HR develop a strong footing.     

The impact of social class on top managers’ attitudes towards employee downsizing

In this paper, we examine the impact of top managers' social class on their attitude towards employee downsizing. Mobilizing Bourdieu's concepts of social class as a unique social position defined by the combination of economic, cultural, and social capital, we develop hypotheses about the effects of different capital endowments, which we test with unique data on more than 2500 top managers in Germany. We find that both higher economic and higher social capital increase openness towards employee dismissals, while higher cultural capital reduces it. We also find that the overall effect of a top manager's social position is an aggregate of the effects of the individual types of capital: Managers with high cultural, low social and low economic capital are least open to employee dismissals, while those with low cultural, high social and high economic capital are most open – with the other combinations lying somewhere between the two extremes.     

Leadership development:: A review in context

Interest in leadership development is strong, especially among practitioners. Nonetheless, there is conceptual confusion regarding distinctions between leader and leadership development, as well as disconnection between the practice of leadership development and its scientific foundation. The present review examines the field of leadership development through three contextual lenses: (1) understanding the difference between leader development and leadership development (conceptual context); (2) reviewing how state-of-the-art development is being conducted in the context of ongoing organizational work (practice context); and (3) summarizing previous research that has implications for leadership development (research context). The overall purpose is to bridge the practice and science of leadership development by showing the importance of building both human and social capital in organizations. Specific practices that are reviewed include 360-degree feedback and executive coaching, mentoring and networking, and job assignments and action learning. Practices and research are framed in terms of a general need to link leader development, which is primarily based on enhancing human capital, with leadership development that emphasizes the creation of social capital in organizations.     

On micro-foundations of dynamic capabilities: A multi-level perspective based on CEO personality and knowledge-based capital

In recent years, researchers have asked why some firms are better than others at developing dynamic capabilities. The existing literature assesses micro-foundations separately, either on the managerial or on the organizational level. This study aims to provide a more holistic picture on the antecedents of dynamic capabilities by integrating managerial and organizational micro-foundations. Specifically, we posit that the personality of Chief Executive Officers (CEOs), manifested through their core self-evaluation (CSE), represents an individual-level micro-foundation which influences three types of a firm's knowledge-based capital—human, social, and organizational capital. We also argue that these three, in turn, are organization-level micro-foundations that ultimately enable the development of a firm's dynamic capabilities. We test our multi-level framework using data from 307 German CEOs, and confirm that CEO CSE is positively related with all three forms of knowledge-based capital. We further find that human capital and organizational capital mediate the relationship between a CEO's CSE and a firm's dynamic capabilities. Our research contributes by extending a central framework of the micro-foundations project (the bathtub model) that integrates the upper echelons perspective into a multi-level analysis. We empirically validate this model and advance the understanding of how firm leaders indirectly influence firm dynamic capabilities by shaping individual learning conditions.     

The Benefits and Pitfalls of Social Capital: Empirical Evidence from Two Organizations in the United Kingdom *

Recently, there has been a shift in the way management scholars view the firm, from traditional models that are based on ideas of opportunism and market failure to newer knowledge‐based theories that argue for a more socialized perspective. One of the key components of these theories is the notion of social capital. Social capital is the set of resources that accrue to an individual or group by virtue of their social connections. As such, it is a resource that is jointly owned. Most recent research adopts a more‐is‐better approach to social capital, suggesting that individuals with larger quantity of ties derive more positive benefits. However in this paper, we argue that using social capital has both benefits and drawbacks for organizations, and that these positive and negative aspects of social capital occur simultaneously. To substantiate our claim, we use data collected from sets of interviews with senior and middle managers in two organizations in the United Kingdom. Our findings indicate that while social capital has many beneficial effects with respect to information access and retrieval, community building, and underlying group norms, there are also a number of less‐beneficial aspects, which are under‐explored in the current empirical literature. Furthermore, we suggest that organizations must develop an understanding of the bridging and bonding elements of social capital, as these are critical for its implementation. Implications of the research findings and future research directions are discussed.     

无形资本VS有形资本:创意产业新企业生存能力的影响因素分析

通过分析金融资本、关系资本和先前经验这三类重要的创业资源对创意产业新企业生存能力的影响,比较了无形资本与有形资本对新企业生存能力影响程度的大小。结果表明,创业者拥有的有形资本对创意产业新企业的生存更加重要,尤其是在新企业成立的初期,避免新企业创立初期现金流局限可能造成的关键员工信心丧失和人员流失,才能保证附着于其上的关系资本和先前经验等无形资本发挥重要作用。     

Linking young individuals' capital to investment intentions: Comparing two cultural backgrounds

By integrating the Entrepreneurial Intentionality Model and the Theory of Planned Behaviour, we explored the effects of human, social and financial capital on young individuals' investment intentions in two groups (97 English and 97 Greeks). Results indicated that human capital is directly and indirectly related to investment intentions via, first, subjective norms and, consequently, personal attitudes and perceived behavioural control, while social capital is only indirectly related to investment intentions via perceived behavioural control. In the individualistic group (English), human capital related directly and positively with investment intentions while social capital related indirectly to investment intentions via its positive relationship to subjective norms. With regard to participants from a collectivistic background (Greeks), human capital related indirectly to investment intentions via, first, subjective norms and, consequently, personal attitudes and perceived behavioural control, while social capital related directly and indirectly to investment intentions via perceived behavioural control. Financial capital was only negatively related to investment intentions in the total and Greek sample.     

“I feel and think,therefore I am”: An Affect-Cognitive Theory of management decisions

I propose an Affect-Cognitive Theory to comprehensively understand how decisions occur in organizations. To this aim, I first review the assumptions of sensemaking and decision-making streams of research, especially the influence of bounded rationality, affective states and their relationships with cognition; then, I integrate them on the common basis of socially situated cognition. This new theory emphasizes the role of affective states in determining/being determined by cognition and its errors, pointing out decision makers’ affect as the result of multi-level adaptations to the physical and social environment. Management decisions are path dependent but not immutable; they, indeed, bank on the predominant feeling resulting from the modifying interactions and regulations of decision makers with their physical and social environment. Here, decision makers are proposed as “emotional cognizers” overcoming the thinking-feeling dichotomy that has often featured in the study of management decisions. This theory is beneficial for behavioral strategy, offering the needed assumptions to intertwine human cognition, emotions, and social behavior.     

The Roles of Worker Expertise,Information Sharing Quality,and Psychological Safety in Manufacturing Process Innovation: An Intellectual Capital Perspective

This paper examines the roles of three elements of intellectual capital in implementing process innovations. Building upon prior literature, we develop a model describing how worker expertise, information sharing quality, and psychological safety work together as elements of the human, structural, and social dimensions of intellectual capital to influence the technical success of manufacturing process innovation (MPI) projects. Results of an analysis of data describing 179 MPI projects in US firms strongly support a multidimensional, process‐oriented view of intellectual capital's effects on MPI project technical performance. We also find that the incrementalness of an MPI project plays a moderating role over the relationship between worker expertise and MPI performance. Our study provides insights on how intellectual capital can be more effectively accumulated in a project environment.     

The Role of Brokers and Social Identities in the Development of Capabilities in Global Virtual Teams

While organizations are increasingly relying on global virtual teams (GVTs) to carry out knowledge intensive activities, the understanding of how GVTs develop capabilities is still limited. We explore how GVTs adapt routines and build capabilities, and the role played by brokers and social identities in this process. We interviewed 49 professionals working in fifteen GVTs based in Europe, India, and US, and operating in IT and engineering consulting companies. Our multi-level grounded model highlights that, while brokers help in the creation of mutual knowledge, they reduce the accuracy of perceptions about distant co-workers. Mutual knowledge, combined with limited accuracy of perceptions, diminishes the need to adapt team routines over time. The negative effect of brokers on the creation of team capabilities is reduced when individual professional identities trigger the search for more accurate perceptions of distant colleagues and clients with the objective of adapting team routines and performing more stimulating work. On top of this, organizational identity further enables the process of adaptation of team routines. We conclude with a discussion of theoretical implications on the interplay between operational and social processes in GVTs and team capabilities, as well as practical implications for designing and managing GVTs.