Browsing Conference Presentations by Title
Now showing items 715-734 of 1781
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Hampering the change: Consequences of the CEO's strategic commitment under managerial discretionCEOs play a central role for the strategic outcomes of their firms. Although research has provided many insights about the factors determining CEOs' openness toward strategic changes, the consequences of these attitudes have not been sufficiently investigated. To assess the consequences of willingness for change at the CEO level, we used the concepts of Commitment to the Status Quo (CSQ) (i.e., the belief in the enduring correctness of current strategies) and evaluate its effects for strategic persistence under the moderating role of managerial discretion. Our sample is based on 178 publicly traded firms in Germany over 10 years. Our results show that CSQ at the CEO level is crucial for strategic development only in situations of sufficiently high managerial discretion. Namely, a significant impact of the CEO's mental attitude is observable only in scenarios with high product differentiability, high market growth, bad past performance, or small companies.
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Health 2.0 Social media as the central nervous system for learning about epilepsyThis article deals with the ego-other-focus dimension of emotions–referring to the degree to which people see themselves as independent from or interdependent with others– and addresses the question which emotions should be used to promote specific products or to persuade a specific group of people. The findings of the experiment suggest that for a privately consumed product, ads evoking an ego-focused emotion scored better than ads evoking an other-focused emotion, whereas the reverse was true for a publicly consumed product. However, this interaction effect was only present for extravert and not for introvert respondents. Theoretical and practical implications, together with some future research ideas are suggested.
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Hitting the right notes:Reactions to voice as a function of voice style and cultural beliefsThe present study takes a Chinese cultural perspective to address some of the current challenges in the realm of voice outcomes (e.g., types of voice consequences, tactics, and target characteristics) from a relatively novel angle. More specifically, we draw on self-presentation theory to examine when and why individuals react more or less positively toward change-oriented suggestions delivered in different self-presentational voice styles by their peers. Our selection and conceptualization of voice styles (self- promoting vs. self-effacing), outcome domains (behavioral and relational), and target characteristics (individual vs. group agency beliefs), capture the diversity of proto-typically Western and Chinese perspectives on these concepts. Results from a laboratory experiment provide general support for the proposed second-stage moderated mediation model, whereby the indirect effect of voice style via denigration of the voicing peer’s competence affects behavioral and relational outcomes, especially for those targets holding group agency beliefs. We discuss the implications of our findings for research on voice, culture, and self-presentation in general.