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william doust

Family Firms and Social Responsibility: Preliminary Evidence from the S&P 500 - Dyer - ... - 0 views

onlinelibrary.wiley.com/...abstract

social responsibility S & P 500

shared by william doust on 10 Jun 14 - No Cached
  • william doust on 10 Jun 14
     
    "Little is known about the impact of family ownership and management on corporate social performance. Some scholars have suggested that family firms are not likely to act in a socially responsible manner, while others have indicated that socially responsible behavior on the part of the family firm protects the family's assets. This preliminary study compares the degree to which family and nonfamily firms are socially responsible using data from 1991 to 2000 from the S&P 500. Two hundred sixty-one firms (202 nonfamily and 59 family) appeared in the S&P 500 for the 10-year period. Findings show that family firms are more socially responsible than nonfamily firms along several dimensions. This is likely due to family concern about image and reputation and a desire to protect family assets."
william doust

An Empirical Test of Nonaka's Theory of Organizational Knowledge - 0 views

www.leadingtoday.org/...rboct03.htm

empirical test nonaka

shared by william doust on 17 Jun 14 - No Cached
  • With regard to the quantitative approach, the survey instrument for measuring the enabling conditions espoused by the theory fell short of our intended objective for both reliable and valid measurement. Psychometrically, the instrument revealed good internal reliability, though its validity was not established in the hypothesis testing
  • There are two possible interpretations of this particular finding: either the theory is invalid, or our test of the theory was not sufficient. It is our belief that the lack of association between our measure of knowledge enabling constructs and compliance with guidelines is in no way an indictment of the theory, rather an issue of measurement. There are several potential explanations for its inability to validly predict performance. According to Hunter and Schmidt (1990), measurement error in either the predictor or the criterion spuriously lowers ability to detect effect sizes.
  • With regard to our measure of performance (i.e., EPRP data), there is reason to question its accuracy in terms of documentation. Anecdotally, we were told that EPRP data does not necessarily reflect the true state of affairs in reference to guideline adherence. For example, performance may actually occur even though it is not formally documented (e.g., conducting depression screening, though neglecting to record this activity). Conversely, providers admitted to documenting performance that may not have actually occurred (e.g., offering smoking cessation counseling when none was actually given). Because our outcome data may have suffered from documentation errors, the actual effect of knowledge creation on guideline compliance may not have been realized. Also, statistical power was not sufficient to detect potentially meaningful effects. Saal and Knight (1996) recommend a 10:1 case to predictor ratio for estimating statistical power for collection of predictor data. A 31-item instrument would therefore require 310 cases or respondents to yield sufficient power, clearly more than we were able to acquire. Finally, this research must be quantitatively regarded as pilot work toward the development of a survey instrument. Indeed, survey development is an iterative process in which this project was the first iteration.
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  • Comparisons of the top and bottom performing facilities included in our study shed additional light on this contention
  • he top-performing facility attributed the creation and implementation of a local, interdisciplinary team as the reason for their success. In the rubric of the theory of knowledge creation, cross-functional teams allow individual knowledge to be “articulated and amplified through social interaction” (Nonaka, 1994; p. 22). The interdisciplinary composition of teams accommodates a diversity of perspectives useful for concept enhancement through social collaboration. Indeed, Nonaka and Takeuchi (1995) regard the concept of self-organizing teams as a conduit for acquiring, interpreting, and relating information necessary for organizational knowledge creation.
  • Support for the utility of the theory of knowledge creation in a health care setting was observed in the qualitative analyses. Profile analyses constructed from qualitative coding of interview data revealed themes consistent with the theoretical premises.
  • Conversely, the bottom performing facility employed a more autocratic style of knowledge creation. This reflects a unidimensional approach to organizational learning that suffers from limited perspective (i.e., lacking both requisite variety and redundancy). Further, an autocratic style is inherently antithetical to autonomy, thus constraining individual freedom to create knowledge. Resistance to guideline compliance emanates from leadership in this facility as evidenced by performance on the diabetic guideline. As an example, a clinic-level leader rebuked a diabetic guideline requiring retinal imaging in favor of his “forty years of experience”.
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