Articleshttp://hdl.handle.net/20.500.12127/22024-03-29T01:44:13Z2024-03-29T01:44:13ZThe fairness of Human Resource ManagementHaines, VictorPatient, DavidGuerrero, Sylviehttp://hdl.handle.net/20.500.12127/74302024-03-25T14:59:26Z2024-01-01T00:00:00ZThe fairness of Human Resource Management
Haines, Victor; Patient, David; Guerrero, Sylvie
Although fairness is a pervasive and ongoing concern in organizations, the fairness of human resource management practices is often overlooked. This study examines how individual differences in justice sensitivity influence the extent to which human resource management practices are perceived to convey principles of organizational justice. Using a matching sample of 283 university students from three academic units in two countries, justice sensitivity was positively associated with subsequent assessments of the justice contents of 61 human resource management practices. The distinction between self-oriented and other-oriented justice sensitivities was helpful in determining perceptions of these human resource management practices and of a subset of pay-for-performance practices. The findings inform current research about the meanings borne by human resource management practices, and also increase understanding of entity judgment formation as an important aspect of systemic justice.
2024-01-01T00:00:00ZSuccess factors in new ventures: A meta-analysisSong, MichaelPodoynitsyna, KseniaVan Der Bij, HansHalman, Johanneshttp://hdl.handle.net/20.500.12127/74292024-03-22T05:20:52Z2008-01-01T00:00:00ZSuccess factors in new ventures: A meta-analysis
Song, Michael; Podoynitsyna, Ksenia; Van Der Bij, Hans; Halman, Johannes
Technology entrepreneurship is key to economic development. New technology ventures (NTVs) can have positive effects on employment and could rejuvenate industries with disruptive technologies. However, NTVs have a limited survival rate. In our most recent empirical study of 11,259 NTVs established between 1991 and 2000 in the United States, we found that after four years only 36 percent, or 4,062, of companies with more than five full-time employees, had survived. After five years, the survival rate fell to 21.9 percent, leaving only 2,471 firms still in operation with more than five full-time employees. Thus, it is important to examine how new technology ventures can better survive. In the academic literature, a number of studies focus on success factors for NTVs. Unfortunately, empirical results are often controversial and fragmented. To get a more integrated picture of what factors lead to the success or failure of new technology ventures, we conducted a meta-analysis to examine the success factors in NTVs. We culled the academic literature to collect data from existing empirical studies. Using Pearson correlations as effect size statistics, we conducted a meta-analysis to analyze the findings of 31 studies and identified the 24 most widely researched success factors for NTVs. After correcting for artifacts and sample size effects, we found that among the 24 possible success factors identified in the literature, 8 are homogeneous significant success factors for NTVs (i.e., they are homogeneous positive significant metafactors that are correlated to venture performance): (1) supply chain integration; (2) market scope; (3) firm age; (4) size of founding team; (5) financial resources; (6) founders' marketing experience; (7) founders' industry experience; and (8) existence of patent protection. Of the original 24 success factors, 5 were not significant: (1) founders' research and development (R&D) experience; (2) founders' experience with start-ups; (3) environmental dynamism; (4) environmental heterogeneity; and (5) competition intensity. The remaining 11 success factors are heterogeneous. For those heterogeneous success factors, we conducted a moderator analysis. Of this set, three appeared to be success factors, and two were failure factors for subgroups within the NTVs' population. To facilitate the development of a body of knowledge in technology entrepreneurship, this study also identifies high-quality measurement scales for future research. The article concludes with future research directions.
2008-01-01T00:00:00ZThe role of mixed emotions in the risk perception of novice and serial entrepreneursPodoynitsyna, KseniaVan Der Bij, HansSong, Michaelhttp://hdl.handle.net/20.500.12127/74282024-03-22T05:02:45Z2012-01-01T00:00:00ZThe role of mixed emotions in the risk perception of novice and serial entrepreneurs
Podoynitsyna, Ksenia; Van Der Bij, Hans; Song, Michael
This study examines the role of mixed emotions in the risk perception of entrepreneurs, an important determinant of entrepreneurial decision making. We extend the literature on mixed emotions by applying the cognitive appraisal tendency approach and contrasting it with ambivalence stemming from the valence–based approach. We test our hypotheses on a data set of 253 entrepreneurs from the United States. We show that mixed and conflicting emotions are an important predictor of the risk perception of entrepreneurs. At the same time, we find that emotional reactions of entrepreneurs on strategic issues change substantially as they found more ventures and become habitual entrepreneurs.
2012-01-01T00:00:00ZDirective deficiencies: How resource constraints direct opportunity identification in SMEsvan Burg, ElcoPodoynitsyna, KseniaBeck, LienLommelen, Tinnehttp://hdl.handle.net/20.500.12127/74272024-03-21T15:54:34Z2012-01-01T00:00:00ZDirective deficiencies: How resource constraints direct opportunity identification in SMEs
van Burg, Elco; Podoynitsyna, Ksenia; Beck, Lien; Lommelen, Tinne
Previous studies show that resource constraints have mixed effects on innovation and opportunity identification byentrepreneurs. Sometimes, resource constraints lead to identifying more opportunities, whereas in other cases, entre-preneurs see fewer opportunities. This study explores a new approach to reconcile this inconsistency. Using a sampleof 219 small- and medium-sized enterprises (SMEs), we explore relationships between supply and demand constraints,on the one hand, and identifying supply and demand opportunities, on the other hand. The results show that supplyconstraints have a positive effect on identifying supply opportunities but a negative effect on identifying demandopportunities. Similarly, demand constraints have a positive effect on identifying demand opportunities but a negativeeffect on identifying supply opportunities. Thus, this study shows that resource constraints direct the entrepreneur’sattention toward opportunities inside the constrained domain rather than outside the constrained domain. An importantconsequence for theory is that a complete explanation of the mixed effects of resource constraints should considerdifferent types of resource constraints and different sources of opportunities simultaneously. For practicing entrepre-neurs, being aware of this mechanism can prevent missing out on promising opportunities outside the constraineddomains.
2012-01-01T00:00:00Z