Embeddedness

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

Leadership succession and firm performance in an emerging economy: Successor origin, relational embeddedness, and legitimacy

Abstract: We examine how leadership transition affects firm performance in emerging economies. Building upon the social embeddedness and neo-institutional perspectives, we argue for the importance of alignment between successor origin and social context for firm performance. We suggest that as a baseline outside successors enhance firm profitability because of the large-scale and rapid changes in emerging markets. However, this outsider premium is reduced in firms embedded in family and business group relationships, where family and inside successors can better access network resources. But the outsider premium is amplified in firms embedded in a mature market-based logic, such as high tech or foreign invested firms, because the perceived legitimacy of outsiders facilitates resource acquisition. Our arguments are supported through the analysis of Taiwanese listed firms between 1996 and 2005. Copyright © 2012 John Wiley & Sons, Ltd.

Job embeddedness: A multifoci theoretical extension

Abstract: Integrating the expanding job embeddedness (JE) literature, in this article we advance a multifoci model of JE that is theoretically grounded in conservation of resources (COR) theory. From COR theory, we posit that employees' motivation to acquire and protect resources explains why they become embedded and how they behave once embedded. Our COR-based JE model highlights contextual antecedents that clarify how employees become embedded within different foci. Its multifoci theoretical lens also illustrates how different forms of work-focused embeddedness differentially affect work outcomes and how they interact with nonwork foci to influence those outcomes. Along with directions for further research, we further discuss theoretical and practical implications of our integrative formulation.

In-migrant entrepreneurship in rural England: beyond local embeddedness

Abstract: It is now broadly accepted in the literature that in-migrants make a disproportionately positive contribution in the creation of new ventures in rural England. However, to date, there have been precious few advances in our understanding of either the characteristics or, more importantly, the degree of embeddedness of in-migrant entrepreneurs. This paper aspires to address this gap in the literature, drawing upon the findings of an extensive fieldwork investigation in rural Cumbria.1 It is argued that the attributes of entrepreneurial individuals who are not born locally enable them to follow distinct routes to starting and/or running a business, working in contexts that allow them to break away from the confines of rurality. They appear to rely less upon the local setting for the supply of materials and capital, as well as a market for their products/services and to have closer relationships with national and international sources of information than their locally-born counterparts. Thus, in-migrant entre...

Cultural Embeddedness and Contextual Constraints: Knowledge Sharing in Chinese and Arab Cultures

Abstract: In a recent article Glisby and Holden have noted that the Nonaka and Takeuchi model of knowledge management needs to be used with caution. Its application is not universal because it must be seen primarily as a product of the Japanese cultural context from which it emerged. In the model each of the four modes is interpreted in reference to their embeddedness in Japanese cultural symbols, organizational structures and societal value systems. But we propose that, a fortiori, some aspects of this model do apply to modes of knowledge acquisition and transfer in other cultural contexts. In this paper we review the workings of the model and the four modes with reference to the cultural, organization–structural and value bases of Chinese and Arab societies. We demonstrate that the Nonaka and Takeuchi model maps partially, but differently from both Western and Japanese societies, on to each of these cultural contexts. In these cultures managers and organizational members will share knowledge with those with whom they already have a trustful relationship. This paper explores the implications of the fact that in China and the Arab world the sharing of knowledge cannot be taken for granted outside this context of trustful relationships. Copyright # 2005 John Wiley & Sons, Ltd.