Melbourne Business School

About: Melbourne Business School is a based out in . It is known for research contribution in the topics: Bayesian probability & Copula (probability theory). The organization has 155 authors who have published 764 publications receiving 37402 citations.

Asymptotic optimality of myopic optimization in trial-offer markets with social influence

Abstract: We study dynamic trial-offer markets, in which participants first try a product and later decide whether to purchase it or not. In these markets, social influence and position biases have a greater effect on the decisions taken in the sampling stage than those in the buying stage. We consider a myopic policy that maximizes the market efficiency for each incoming participant, taking into account the inherent quality of products, position biases, and social influence. We prove that this myopic policy is optimal and predictable asymptotically.

The impact of work-family programs on the relationship between gender diversity and performance

Abstract: Work–family programs signal an employer's perspective on gender diversity to employees, and can influence whether the effects of diversity on performance are positive or negative. This article tests the interactive effects of nonmanagement gender diversity and work–family programs on productivity, and management gender diversity and work–family programs on financial performance. The predictions were tested in 198 Australian publicly listed organizations using primary (survey) and secondary (publicly available) data based on a two-year time lag between diversity and performance. The findings indicate that nonmanagement gender diversity leads to higher productivity in organizations with many work–family programs, and management gender diversity leads to lower financial performance in organizations with few work–family programs. The results suggest different business cases at nonmanagement and management levels for the adoption of work–family programs in gender-diverse organizations.

Embedding the Organizational Culture Profile into Schwartz’S Universal Value Theory Using Multidimensional Scaling with Regional Restrictions

Abstract: Person-organization fit is often measured by the congruence of a person’s values and the values that he or she ascribes to the organization. A popular instrument used in this context is the Organizational Culture Profile (O’Reilly, Chatman, & Caldwell, 1991). The OCP scales its 54 items on eight factors, derived by exploratory factor analysis. We investigate the extent to which the OCP can be embedded into Schwartz’s Theory of Universals in Values (TUV) that is formulated in terms of a circumplex in MDS space. To address this question, we develop a non-standard MDS method that enforces a TUV-based axial regionality onto the solution space together with a permutation test that assesses the consistency of the side constraints with the MDS representation. We find that the OCP can indeed be largely embedded into the TUV. The practical implication is that P-O fit can at least be approximated by the congruence of the person’s and the organization’s positions on two value dimensions, risk vs. rules and results vs. relations.

The effect of CEO incentives on deviations from institutional norms in foreign market expansion decisions: Behavioral agency and cross‐border acquisitions

Abstract: CEO incentives have been the subject of great interest for human resource scholars. We explore the institutional context within which the CEO makes sense of their incentives. Our theory suggests that CEO equity incentives interact with institutional norms to influence foreign market entry choices. Specifically, we argue that CEOs will weigh the risk bearing created by equity incentives, along with the consequences of legitimacy loss, when deciding whether to deviate from institutional norms when internationalizing. In doing so, we advance human resource literature by demonstrating that CEO responses to incentives are influenced by institutional norms and that CEOs' decisions to deviate from institutional norms are shaped by their incentives. We find support for our framework in the analysis of the stake taken by acquirers in 4,184 cross-border acquisitions.