- 2015-03-09 (x)
- Chua, Jaime (x)
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Show moreMoving beyond the competing theories on public leadership and citizen voice, the study investigates whether local public executives’ influence on reform depends on business voice; and whether leadership or voice is mediated by public-private sector dialogue before either can influence reform. Extending Hirschman’s Exit-Voice-Loyalty theory, the conditional effects of leadership and voice are tested to assess if quasi-exit (collusion), association membership, or dissatisfaction with government services moderate reform. Multi-group invariance tests are conducted for each moderating condition to assess if key findings are robust across business firms. Based on structural equation analysis of survey data from over 12,000 small, medium-sized, and large firms in Indonesia, the key findings include: (i) business voice has no significant direct effect on reform and its interactive effect with leadership on reform is surprisingly negative; (ii) however, voice contributes indirectly to reform through public-private sector dialogue; (iii) while quasi-exit has negative and dissatisfaction has positive moderating effects on reform, association membership has none. Overall the findings suggest that it may not be entirely useful (or correct) policy to consider only the main effect of leadership or voice as there are multiple pathways in business environment reform.
Doctorate of Management Programs
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Show moreUsing critical realist research, we sought to understand how nonprofit organizations blend deliberate and emergent strategizing to cope with neoinstitutional dilemmas posed by donors’ competing logics. To gain organizational legitimacy and access to resources, international nonprofits must conform to donors’ normative processes and practices which tend to be ineffectual. An international nonprofit operating in the highly complex international development field provided an ideal setting for investigating how routines blend and moderate deliberate and emergent strategies. Consistent with the view that strategic insights come from different organizational levels, we examined key patterns of interactions and routines between middle and top-level managers. Our findings indicate that international nonprofit managers do not just incorporate institutional norms and rules of donors, but also enact, select, and interpret such rules creating polymorphic (rather than isomorphic) routines for more dynamic strategizing.
Doctorate of Management Programs
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