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Corporate Citizenship
(2020)
Corporate citizenship, which is firms’ societal engagement beyond customer and shareholder interests, is a prominent topic in management practice and has led to extensive research. This increased interest resulted in a complex and fragmented scholarly literature. In order to structure and map the field quantitatively, we conducted a temporal analysis of publications and citations, an analysis of the productivity of involved disciplines, an analysis of the productivity of publication forms including journal impact factors, an author productivity and citation analysis, a co-author analysis, an article citation analysis, an article co-citation analysis, and a keyword co-occurrence analysis. Results of these bibliometric analyses show that corporate citizenship research seems to have been in a phase of stagnation since 2014 and shows a rather low degree of interdisciplinarity. Papers are predominantly published in high impact journals. Authors show little collaboration with other researchers. Current research relates to other business ethics topics, addresses philosophical foundations, and starts to relate to human resource management and organization studies.
Corporate Citizenship
(2020)
Corporate citizenship, which is firms’ societal engagement beyond customer and shareholder interests, is a prominent topic in management practice and has led to extensive research. This increased interest resulted in a complex and fragmented scholarly literature. In order to structure and map the field quantitatively, we conducted a temporal analysis of publications and citations, an analysis of the productivity of involved disciplines, an analysis of the productivity of publication forms including journal impact factors, an author productivity and citation analysis, a co-author analysis, an article citation analysis, an article co-citation analysis, and a keyword co-occurrence analysis. Results of these bibliometric analyses show that corporate citizenship research seems to have been in a phase of stagnation since 2014 and shows a rather low degree of interdisciplinarity. Papers are predominantly published in high impact journals. Authors show little collaboration with other researchers. Current research relates to other business ethics topics, addresses philosophical foundations, and starts to relate to human resource management and organization studies.
Firms engage in forecasting and foresight activities to predict the future or explore possible future states of the business environment in order to pre-empt and shape it (corporate foresight). Similarly, the dynamic capabilities approach addresses relevant firm capabilities to adapt to fast change in an environment that threatens a firm’s competitiveness and survival. However, despite these conceptual similarities, their relationship remains opaque. To close this gap, we conduct qualitative interviews with foresight experts as an exploratory study. Our results show that foresight and dynamic capabilities aim at an organizational renewal to meet future challenges. Foresight can be regarded as a specific activity that corresponds with the sensing process of dynamic capabilities. The experts disagree about the relationship between foresight and sensing and see no direct links with transformation. However, foresight can better inform post-sensing activities and, therefore, indirectly contribute to the adequate reconfiguration of the resource base, an increased innovativeness, and firm performance.
Firms engage in forecasting and foresight activities to predict the future or explore possible future states of the business environment in order to pre-empt and shape it (corporate foresight). Similarly, the dynamic capabilities approach addresses relevant firm capabilities to adapt to fast change in an environment that threatens a firm’s competitiveness and survival. However, despite these conceptual similarities, their relationship remains opaque. To close this gap, we conduct qualitative interviews with foresight experts as an exploratory study. Our results show that foresight and dynamic capabilities aim at an organizational renewal to meet future challenges. Foresight can be regarded as a specific activity that corresponds with the sensing process of dynamic capabilities. The experts disagree about the relationship between foresight and sensing and see no direct links with transformation. However, foresight can better inform post-sensing activities and, therefore, indirectly contribute to the adequate reconfiguration of the resource base, an increased innovativeness, and firm performance.
Leadership development (LD) is a crucial success factor for startups to increase their human capital, survival rate, and overall performance. However, only a minority of young ventures actively engage in LD, and research rather focuses on large corporations and SMEs, which do not share the typical startup characteristics such as a rather young workforce, flat hierarchies, resource scarcity, and high time pressure. To overcome this practical and theoretical lack of knowledge, we engage in foresight and explore which leadership development techniques will be most relevant for startups within the next five to ten years. To formulate the most probable scenario, we conduct an international, two-stage Delphi study with 27 projections among industry experts. According to the expert panel, the majority of startups will engage in leadership development over the next decade. Most startups will aim to develop the leadership capabilities of their workforce as a whole and use external support. The most prominent prospective LD measures in startups include experiential learning methods, such as action learning, developmental job assignments, multi-rater feedback, as well as digital experiential learning programs, and developmental relationships such as coaching in digital one-to-one sessions. Self-managed learning will play a more important role than formal training.
How Will We Dine?
(2020)
Haute cuisine, the cooking style for fine dining at gourmet restaurants, has changed over the last decades and can be expected to evolve in the upcoming years. To engage in foresight, the purpose of this study is to identify a plausible future trend scenario for the haute cuisine sector within the next five to ten years, based on today’s chefs’ views. To achieve this goal, an international, two-stage Delphi study was conducted. The derived scenario suggests that the coronavirus disease 2019 (COVID-19) pandemic will lead to significant restaurant bankruptcies and will raise creativity and innovation among the remaining ones. It is expected that haute cuisine tourism will grow and that menu prices will differ for customer segments. More haute cuisine restaurants will open in Asia and America. Local food will remain a major trend and will be complemented by insect as well as plant-based proteins and sophisticated nonalcoholic food pairings. Restaurant design and the use of scents will become more relevant. Also, private dining and fine dining at home will become more important. The scenario also includes negative projections. These findings can serve as a research agenda for future research in haute cuisine, including the extension of the innovation lens towards the restaurant and the business model. Practical implications include the necessity for haute cuisine restaurants to innovate to cope with increasing competition in several regions. Customers should be seen as co-creators of the value of haute cuisine.
How Will We Dine?
(2020)
Haute cuisine, the cooking style for fine dining at gourmet restaurants, has changed over the last decades and can be expected to evolve in the upcoming years. To engage in foresight, the purpose of this study is to identify a plausible future trend scenario for the haute cuisine sector within the next five to ten years, based on today’s chefs’ views. To achieve this goal, an international, two-stage Delphi study was conducted. The derived scenario suggests that the coronavirus disease 2019 (COVID-19) pandemic will lead to significant restaurant bankruptcies and will raise creativity and innovation among the remaining ones. It is expected that haute cuisine tourism will grow and that menu prices will differ for customer segments. More haute cuisine restaurants will open in Asia and America. Local food will remain a major trend and will be complemented by insect as well as plant-based proteins and sophisticated nonalcoholic food pairings. Restaurant design and the use of scents will become more relevant. Also, private dining and fine dining at home will become more important. The scenario also includes negative projections. These findings can serve as a research agenda for future research in haute cuisine, including the extension of the innovation lens towards the restaurant and the business model. Practical implications include the necessity for haute cuisine restaurants to innovate to cope with increasing competition in several regions. Customers should be seen as co-creators of the value of haute cuisine.
Numerous studies show that high levels of Entrepreneurial Orientation (EO) in firms positively influence firm performance. Yet, high levels of Dark Triad (DT) traits - narcissism, Machiavellianism, and psychopathy - of managers might work detrimental to EO. Our study empirically tests if top managers who score high on Dark Triad traits have a negative influence on firm performance, reducing the merits of EO. Results of a survey study on 191 firms show that all three dimensions of the DT, narcissism, Machiavellianism, and psychopathy, suppress the positive effects that EO has on firm performance. Accordingly, selfish behaviour, emotional coldness, propensity for duplicity, and top managers' quest for self promotion, status, and dominance lead to behaviour that reduces the positive influences around innovativeness, proactiveness, and risk-taking of EO.
Opportunity recognition
(2020)
This paper provides an overview of the ever-increasing literature on opportunity recognition, with a focus on its antecedents and determinants. With a two-step research approach, a bibliometric analysis and a systematic literature review, we structure the current research in this field. By using bibliometric techniques, we analyzed 161 publications and, consequently, clustered the 30 most influential references. Apart from economic theories and the role of opportunity recognition in entrepreneurship, a strong research focus is on antecedents of opportunity recognition. Therefore, in our subsequent literature review, we focus on determinants which influence opportunity recognition. We find that the opportunity recognition process is influenced by various personal, organizational and environmental factors. We conclude with a research outlook for future research opportunities on opportunity recognition.