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Embeddedness

About: Embeddedness is a research topic. Over the lifetime, 4773 publications have been published within this topic receiving 229721 citations.


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TL;DR: This paper examined the influence of four dimensions of fun, including fun activities, manager support for fun, coworker socializing, and fun job responsibilities, on job embeddedness among Millennials.
Abstract: Purpose The purpose of this paper is to extend research on fun in the workplace by focussing on its relationship with job embeddedness among Millennials. This research examined the influence of four dimensions of fun, including fun activities, manager support for fun, coworker socializing, and fun job responsibilities, on embeddedness. In addition, this research assessed the impact of fun relative to other aspects of the employment experience. Design/methodology/approach Data were obtained from 234 full-time working Millennials via survey methodology. Findings Fun job responsibilities were the most dominant predictor of embeddedness followed by perceived career opportunities and praise and rewards. The other dimensions of fun accounted for significant variance in embeddedness, yet their influence was more modest. Research limitations/implications The research demonstrated that fun plays a role in enhancing Millennials’ embeddedness, accounting for significant additional variance beyond other important aspects of the employment experience. At the same time, some aspects of fun were more dominant predictors of embeddedness than others, and other aspects of the employment experience were more dominant predictors than certain aspects of fun. These findings should be interpreted in the context of the primary limitation that the data were cross-sectional. Practical implications Workplace fun may play a role in enhancing embeddedness, but organizations should not lose sight of other human resource management practices. Originality/value The present study examined the role of workplace fun in a more nuanced perspective by examining its relationship on embeddedness relative to other important constructs.

55 citations

Journal ArticleDOI
TL;DR: In this paper, the authors explore the moderating influences of external search depth and breadth on subsidiaries' internal knowledge transfer and innovation performance and find that external search breadth positively moderates the link between the degree of knowledge transfer from other MNE units and their innovation performance.

55 citations

Journal ArticleDOI
TL;DR: In this paper, the authors focus on the multifaceted embeddedness of consumer consumption and sustainability, and show that consumers cannot be reduced to the choice of consumer goods or to green consumption.
Abstract: Consumption and sustainability are complex issues—they cannot be reduced to the choice of consumer goods or to “green consumption.” Doing so would neglect the multifaceted embeddedness of consumer ...

55 citations

Journal ArticleDOI
TL;DR: Wang et al. as discussed by the authors argue that during institutional transitions, political ties and international experience represent different types of institutional relatedness linking firms, respectively, to political institutions and market institutions.
Abstract: Previous diversification research has largely focused on product relatedness, but ignored institutional relatedness—the degree of informal embeddedness with the dominant institutions that confer resources and legitimacy. We argue that during institutional transitions, political ties and international experience represent different types of institutional relatedness linking firms, respectively, to political institutions and market institutions. Specifically, CEOs’ political ties may help firms access critical resources, sense new market entry opportunities, and gain board support to increase firms’ product diversification. CEOs’ international experience may help firms leverage different market-based capabilities, engage in international competition, and then lead firms to grow on a different path by expanding internationally. We further investigate a crucial contingency factor: the degree of economic freedom. Data from 11,992 firm-year observations based on firms listed on China’s stock exchanges between 2001 and 2011 largely support our predictions.

55 citations

Posted Content
Joris Knoben1
TL;DR: In this article, the authors focus on the impact of IORs on the propensity of a firm to relocate in order to improve its performance in terms of its innovative processes and to reduce its dependence on external actors.
Abstract: It is accepted in the literature that exchanges within networks have an ongoing social structure that both enables and constrains the behavior of its members (Pfeffer and Nowak 1976; Uzzi 1996). However, most research in inter-organizational settings has focused on the enabling effects of networks and network structures only, even though some noteworthy exceptions exist (e.g. Romo and Schwartz 1995; Singh and Mitchell 1996). A possible constraining effect of network participation is spatial lock-in, also known as spatial inertia, of a firm. Following Resource Dependence Theory (Pfeffer and Salancik 1978), it can be argued that a firm that makes extensive use of knowledge resources possessed or controlled by external actors for its innovative processes can become dependent on these actors. By themselves, the relationships in which these dependencies exist are non-spatial. However, since geographical proximity is assumed to facilitate the successful exchange of (especially tacit) knowledge through inter-organizational relationships (IORs) (Bretschger 1999), dependency on other firms located in the same region can also lead to dependency on a certain geographical location, and thus to spatial lock-in (Stam 2003). The IORs that are enabling for the firm in terms of its innovative processes act, at the same time, as constraining factors for the spatial behavior of the firm. Similar reasonings can be found in the literature on Territorial Innovation Models (Moulaert and Sekia 2003), which indicates that economic embeddedness in a region can be beneficial for the performance of firms. However, this embeddedness can also lead to dependence on localized inputs and production factors. Due to these dependencies, a firm can become very unlikely to relocate, even if doing so is beneficial from a cost perspective. As Romo and Schwartz state: “Firms are usually too dependent on the material, political and social resources available in the local production culture to risk departure, even when production costs might be substantially reduced (Romo and Schwartz 1995:874).†There currently is, however, only weak empirical evidence for the proposed relationship between the level of (local) embeddedness and a firm’s propensity to relocate. Moreover, several authors even propose that geographical distance in IORs is becoming irrelevant since it effects can be replicated by ICT (Morgan 2004), or high levels of organizational or technological proximity (Kirat and Lung 1999). If this is indeed the case, then participation in localized innovative IORs will have no effect on the spatial behavior of firms, since a firm can operate exactly the same on a different geographical location. The main goal of this research is to provide empirical insights into the effects of a firm’s level of participation in innovative (localized) inter-organizational relationships (IORs) on its propensity to relocate. Based on the above, the following research question has been formulated is “To what extent is the level of embeddedness of a firm in (localized) innovative inter-organizational relationships of influence on its propensity to relocate?†Answering this research question adds to the insights about the constraining effects of networks by focusing on the spatially constraining effect of inter-organizational relationships. This research question will be answered based on a data from a survey among Dutch automation service firms in 2006. In line with earlier research (c.f. Van Dijk and Pellenbarg 2000; Brouwer et al. 2004) an ordinal logit model will be used to relate the relocation propensity of a firm to that firm’s participation in localized innovative IORs, the strength of these IORs, and the level of geographical, organizational and technological proximity. It also provides insight into the question whether or not high levels of technological and organizational proximity can negate the need for geographical proximity in inter-organizational collaboration (Boschma 2005). References: Boschma, R. A. (2005). "Proximity and innovation: A critical assessment." Regional Studies 39(1): 61-74 Bretschger, L. (1999). "Knowledge diffusion and the development of regions." Annals of Regional Science 33(3): 251-268 Brouwer, A. E., I. Mariotti and J. N. van Ommeren (2004). "The firm relocation decision: An empirical investigation." Annals of Regional Science 38(2): 335-347 Van Dijk, J. and P. H. Pellenbarg (2000). "Firm relocation decisions in The Netherlands: An ordered logit approach." Papers in Regional Science 79(1): 191-219 Kirat, T. and Y. Lung (1999). "Innovation and proximity - Territories as loci of collective learning processes." European Urban and Regional Studies 6(1): 27-38 Morgan, K. (2004). "The exaggerated death of geography: Learning, proximity and territorial innovation systems." Journal of Economic Geography 89(1): 3-21 Moulaert, F. and F. Sekia (2003). "Territorial innovation models: A critical review." Regional Studies 37(3): 289-302 Pfeffer, J. and P. Nowak (1976). "Joint-ventures and interorganizational interdependence." Administrative Science Quarterly 21(3): 398-418 Pfeffer, J. and G. R. Salancik (1978). The external control of organizations: A resource dependency perspective. New York, Harper and Row Romo, F. P. and M. Schwartz (1995). "The structural embeddedness of business decisions: The migration of manufacturing plants in New York state, 1960 to 1985." American Sociological Review 60(1): 874-907 Singh, K. and W. Mitchell (1996). "Precarious collaboration: Business survival after partners shut down or form new partnerships." Strategic management journal 17(2): 99-116 Stam, F. C. (2003). Why butterflies don't leave: Locational evolution of evolving enterprises. Utrecht, Utrecht University Uzzi, B. (1996). "The sources and consequences of embeddedness for the economic performance of organizations: The network effect." American Sociological Review 61(4): 674-698

54 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20241
2023364
2022778
2021280
2020258
2019280