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Research Summary: We employ an exploratory approach to understand what differentiates boards that retain limited, potentially tokenistic, gender diversity (i.e., a single female director), and boards that more genuinely diversify their composition by appointing additional female directors. Previous studies have speculated that strategic leaders responsible for board appointments may influence this occurrence. Using longitudinal data on U.S. firms, we find that more female top managers and having the sole female director serve on the nominating committee increase the likelihood of additional female director appointments. Boards and nominating committees with younger members amplify these effects, respectively. We use interviews with board members and professional corporate governance consultants to discuss the probable causal mechanisms that underpin these relationships, highlighting novel theoretical insights related to gatekeeping and social psychology. Managerial Summary: We explore what compels firms to appoint additional female directors after the first one, as only one female director could be considered a token. Using data on U.S. firms, we find that more female top managers and having the sole female director serve on the nominating committee make firms more likely to appoint additional female directors. These likelihoods are highest when younger directors make up the board at large and/or nominating committee. Chief executive officers can be change agents for gender diversity in their organizations by hiring female top managers and pushing for better representation of women on boards. Likewise, younger directors appear to enhance board gender diversity. These findings can inform the director selection process.

We develop the concept of corporate governance deviance and seek to understand why, when, and how a firm adopts governance practices that do not conform to the dominant governance logic. Drawing on institutional theory, coupled with both the entrepreneurship and corporate governance literature, we advance a middle-range theory of the antecedents of corporate governance deviance that considers both the institutional context and firm-level agency. Specifically, we highlight the centrality of a firm’s entrepreneurial identity as it interacts with the national governance logic to jointly create corporate governance discretion (i.e., the latitude of accessible governance practices) within the firm. We argue that as a firm’s governance discretion increases, it will be more likely to adopt overconforming or underconforming governance practices that deviate from established norms and practices. Moreover, we propose that adopting a deviant corporate governance practice is contingent on the governance regulatory en...

This paper focuses on a broad and emergent set of organizations operating in subsistence economies that seek to promote and support new venture activity. We label these organizations, Entrepreneurship Enabling Organizations (EEOs) and argue for their central role in addressing institutional voids confronting entrepreneurs. Specifically, we propose that EEOs’ provision of venture scripts, which are sequentially ordered expert behaviors appropriate for the creation of new ventures, is critical to creating successful new ventures as well as addressing institutional voids in these economies. We use social cognitive and institutional theories to explain how social connections and interactions introduce and begin to institutionalize venture scripts.

A firm's enterprise strategy is its overarching strategic orientation, addressing questions regarding its general purpose and the specific nature of its relationships with stakeholders along two dimensions: (a) scope, which represents the range of stakeholders the organization attempts to serve, and (b) type, which represents the general motivation behind stakeholder initiatives. The corporate social responsibility literature has played an important role in bringing a concern with stakeholder issues; however, this literature does not provide a systematic means of integrating these concerns into the firm's strategic architecture. Enterprise strategy offers a unifying construct, grounded in strategic considerations of both the social and economic demands placed on an organization. However, despite its conceptual importance to strategy and social issues, this construct is empirically underdeveloped. This study develops a reliable and valid measure of the enterprise strategy construct to advance the field's understanding of this increasingly important stream of research. Based on computer-aided text analyses of company letters to stakeholders, we systematically identify terminology that reflects the scope and type of a firm's espoused enterprise strategy. Overall, these data support four fundamental orientations of enterprise strategy: (1) narrow defensive, (2) narrow offensive, (3) broad defensive, and (4) broad offensive.

This paper examines the effect of comprehensive voluntary disclosure on the excess executive compensation and firm value. Using Taiwan data over the period 2005-2009, we find that firms exhibit significantly positive relationship between excess executive compensation and firm value when a firm elects to comprehensively voluntary disclose additional information more than mandatory requirement on their disclosure practices. The evidence indicates that highly transparent disclosures could positively affect excess executive compensation on creating firm value, thus inducing a better interest alignment between executives and shareholders (i.e. comprehensive voluntary disclosures can strengthen pay-for-performance relationship), especially significantly on group-affiliated firms. Moreover, to discompose the effect of two disclosure type, the result shows that a firm discloses information transparently only on financial and operating information could mitigate the relationship between excess executive compensation and firm value; instead, it is little help to a firm discloses transparently only on compensation disclosure.

The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link. Prior evidence suggests that board independence may enhance financial performance, but this relationship has been tested almost exclusively for Anglo-American countries. To explore the boundary conditions of this prominent governance mechanism, we examine the impact of the formal and information institutions of 18 national business systems on the board independence-financial performance relationship. Our results show that while the direct effect of independence is weak, national-level institutions significantly moderate the independence-performance relationship. Our findings suggest that the efficacy of board structures is likely to be contingent on the specific national context, but the type of legal system is insignificant.

Prior studies of IPO underpricing, mostly using agency theory and single-country samples, have generally fallen short. In this study, we employ the knowledge-based view (KBV) to explore underpricing across 17 countries. We find that agency indicators are insignificant predictors, board of director knowledge limits underpricing, and external knowledge both substitutes for and complements internal board knowledge. This third finding suggests that future KBV studies should consider how internal and external knowledge states interact with each other. Our study offers new insights into the antecedents of underpricing and extends our understanding of comparative governance and the KBV of the firm.

It has been repeatedly noted that entrepreneurship within the United States and other countries is over-represented by immigrants. However, no study has yet explored whether being an immigrant is a...

We explore the concept of interdisciplinary research impact and better understand what factors might be associated with it. Using the field of corporate governance research as a case study and linking our research impact concept to a novel measure of scholarly citation rates, we seek to understand why some corporate governance scholars are cited more than others. We first developed a comprehensive ranking of the top-100 scholars cited for their research in corporate governance and then compared that “high-impact” group with scholars who had published governance research that was not yet cited. We hypothesized that indicators from the social network perspective would be predictive of interdisciplinary research impact. Our data largely supported our hypotheses using this new and improved measure of research impact, and robustness tests also supported our results.

A meta-analysis of 42 empirical studies was conducted to quantitatively summarize the corruption literature within a holistic theoretical framework. In general, variables within the political/legal, economics, and socio-cultural categories were equally correlated with national corruption; however, there have been twice as many studies examining the causes of corruption than those that examine the effects of corruption. Furthermore, we found that some measures of corruption are more robust than others. Finally, we identified some insights which future researchers might want to explore further. Overall, this study summarizes previous research, and serves as a guide to future research on corruption.

Innovative entrepreneurship has been the focus of attention for both individual entrepreneurs as well as policy makers. Building on evolving idiosyncrasy view regarding opportunity, in order to cap...

Manuscript Type: Empirical Research Question/Issue: This study seeks to better understand the antecedents of shareholder activism targeted at firms located in three common law countries (i.e., USA, UK, and Australia) and three civil law countries (Japan, Germany, and South Korea) during the 2003–07 time period. Research Findings/Insights: Our findings suggest that the antecedents of shareholder activism vary by the motivation of the activist. We demonstrate that activists target firms with two motives (a) to improve the financial performance, and (b) to improve the social performance of the firm. With respect to the target firm level antecedents, we find that firm size is unrelated to financial activism, but positively related to social activism; ownership concentration is negatively related to both financial and social activism; and prior profitability is negatively related to financial activism, but positively related to social activism. Further, these relationships in the case of financial activism are generally stronger in common law legal systems, whereas those in the case of social activism are generally stronger in environments with a greater level of income inequality. Theoretical/Academic Implications: Our findings suggest that future research should differentiate between the motivations of the activism event. Further, we find that while agency logic works well for financial activism, institutional theory provides stronger explanations for social activism. Overall, we demonstrate the complementary nature of these two theories in explaining shareholder activism. Practitioner/Policy Implications: We found that the “exposure” to shareholder activism varies by the motivation of the activist, and the nature of the firm and its national context. An understanding of these issues would help firms develop proper response strategies to activism events.

Manuscript Type: Empirical Research Question/Issue: Effective corporate governance requires accurate and reliable financial information. Historically, each nation has developed and pursued its own financial standards; however, as financial markets consolidate into a global market, there is a need for a common set of financial standards. As a result, there is a movement towards harmonization of international financial reporting standards (IFRS) throughout the global economy. While there has been considerable research on the effects of IFRS adoption, there has been relatively little systematic study as to the antecedents of IFRS adoption. Consequently, this study seeks to understand why some economies have quickly embraced IFRS standards while others partially adopt IFRS and still others continue to resist. Research Findings/Results: After controlling for market capitalization and GDP growth, we find that foreign aid, import penetration, and level of education achieved within a national economy are all predictive of the degree to which IFRS standards are adopted across 132 developing, transitional and developed economies. Theoretical/Academic Implications: We found that all three forms of isomorphic pressures (i.e., coercive, mimetic, and normative) are predictive of IFRS adoption. Consequently, institutional theory with its emphasis on legitimacy-seeking by social actors was relatively well supported by our data. This suggests that the IFRS adoption process is driven more by social legitimization pressures, than it is by economic logic. Practitioner/Policy Implications: For policy makers, our findings suggest that the institutional pressures within an economy are the key drivers of IFRS adoption. Consequently, policy makers should seek to influence institutional pressures that thwart and/or enhance adoption of IFRS. For executives of multinational firms, our findings provide insights that can help to explain and predict future IFRS adoption within economies where their foreign subsidiaries operate. This ability could be useful for creating competitive advantages for foreign subsidiaries where IFRS adoption was resisted, or avoiding competitive disadvantages for foreign subsidiaries unfamiliar with IFRS standards.

This study explored some human resource and human systems' aspects of the competitive dynamics for firms attempting to survive and prosper within Russia, a highly volatile transition economy. Overall, this study adds to our understanding of international strategic human resource management, dynamic capabilities, and the generation of competitive advantage within transition economies. We found that a relatively new construct derived from the dynamic capabilities and organizational change literatures, known as ‘organizational capacity for change,’ is positively associated with firm performance within a wide variety of Russian firms. Furthermore, we find that the relationship between organizational capacity for change and firm performance is stronger when there are relatively high levels of uncertainty with the task environment. Finally, we found that organizational capacity for change is an important attribute in all sizes of organizations, not just for large organizations as hypothesized.

The literature on foreign direct investment (FDI) has evolved in separate theoretical silos and a holistic conceptualization is yet to emerge. Research has focused mostly on inter-country differences and not much on explaining intra-country FDI variations. Traditionally FDI locations have been evaluated through country-level FDI determinants even though provinces differ widely in infrastructure and other attributes. Further, neither is the varying importance of FDI determinants to different industries factored in, nor are the differing FDI incentives from national and provincial governments integrated into a single framework. To address these gaps this study synthesizes insights from three streams of FDI research and develops an integrative conceptual framework that can comprehensively analyze intra-country FDI inflows. We demonstrate the usefulness of the framework by empirically analyzing FDI trends within China’s 31 provinces. The study thus makes a substantive contribution by offering scholars, policy-makers, and practitioners a holistic conceptual and methodological approach for understanding FDI trends within a country.

PurposeSuccessful firms must exploit existing markets while simultaneously exploring new market opportunities. However, skills required to do both simultaneously are often at odds with each other. To reconcile this dilemma, the authors aim to discuss the new concept of “strategic ambidexterity”, which is conceptualized as the ability to simultaneously pursue exploitation and exploratory strategies in ways that lead to enhanced organizational effectiveness.Design/methodology/approachThe authors conceptually integrate literature from organizational theory, strategic management, and marketing to yield three new theoretical propositions.FindingsIt is argued that a relatively new dynamic capability, organizational capacity for change, is the primary antecedent of strategic ambidexterity and that this relationship is moderated by environmental uncertainty and organizational slack.Originality/valueMost organizational and marketing theories rely on linear assumptions and models. However, twenty‐first century organizations must reconcile competitive realities that are often nonlinear in nature. This study provides a conceptual framework which transcends traditional thinking, and provides a comprehensive yet concise framework for researching this new competitive reality further.

The authors studied panel data for corporate governance ratings in 50 countries between 1997 and 2005 to understand what the country-level predictors of corporate governance legitimacy might be. Using neo-institutional theory, they found that all three pillars of institutionalization influenced perceptions of corporate governance at the national level—specifically, (a) the greater the extent of law and order, (b) the more the culture emphasized global competitiveness, and (c) the less the prevalence of corruption, the higher the corporate governance legitimacy within a nation. This study refines and extends the comparative corporate governance literature, as well as the neo-institutional perspective.

This study examines a promising new dynamic capability known as organizational capacity for change (OCC). It is anticipated that organizations will find such a capability valuable if they find it n...

Empirical research on strategic alliances has been limited because previous studies examined alliance outcomes, and the factors associated with them, from a single partner in a manufacturing alliance. Furthermore, many of these studies have been done from a transaction cost perspective and researchers have inferred opportunistic behavior, rather than directly measuring it and observing its actual relationship with alliance performance. Building on previous transaction cost theory and research, this study seeks to address these gaps by analyzing factors associated with both opportunistic behavior and alliance performance within a major service sector, namely the US healthcare industry. After controlling for asset specificity and alliance age, we found that partner trustworthiness and contractual safeguards were negatively related to opportunistic behavior. Furthermore, opportunistic behavior was negatively related to alliance performance, as hypothesized. Interestingly, mutual equity investments were found to be unrelated to opportunistic behavior, counter to transaction-cost logic. These findings refine and extend the transaction-cost economics perspective regarding our understanding of strategic alliance behavior and outcomes, and offer executives in service-based industries some practical ideas for assuring favorable strategic alliance outcomes.

Using the resource-based perspective and the organizational change literature, we conceptually describe and empirically test a new and important organizational capability known as organizational capacity for change (OCC). The purpose of this paper is to empirically explore the relationship between an organization's capacity for change and its environmental performance within Bulgaria, a uniquely appropriate transition economy trying to grow economically without major new degradation to its highly diverse natural environment. We found a strong positive association between OCC and environmental performance after controlling for industry sector, organizational size, and organizational profitability. In addition, we found that the greater the differences in OCC from the perspective of top management, midmanagement, and frontline workers, the worse the firm's environmental performance. However, this relationship was most pronounced when there were differences in the perceptions of top managers and frontline workers.

This article documents the evolution of an outdoor-based experiential leadership training event within an Executive MBA (EMBA) program. The purpose of this article is to encourage other EMBA faculty and directors to consider adding a similar event to their leadership development initiatives and to learn from our experiences. After 3 years of experience with this approach, we improved continuously each year and now offer a potentially transformative capstone personal growth experience that focuses on Kouzes and Posner’s (1995) leadership practices inventory.

This study investigates the relationship of strategic leadership behaviors with executive innovation influence and the moderating effects of top management team (TMT)'s tenure heterogeneity and social culture on that relationship. Using survey data from six countries comprising three social cultures, strategic leadership behaviors were found to have a strong positive relationship with executive influence on both product–market and administrative innovations. In addition, TMT tenure heterogeneity moderated the relationship of strategic leadership behaviors with executive innovation influence for both types of innovation, while social culture moderated that relationship only in the case of administrative innovation. Copyright © 2005 John Wiley & Sons, Ltd.

Using the agency and institutional perspectives, this study advances several hypotheses about the board structure–firm performance relationship within Russia. We tested these hypotheses using survey data. Despite a relatively small sample size, predictions from both theoretical perspectives were supported. Specifically, we found a negative relationship between “informal” CEO duality and firm performance. This finding is noteworthy given the 1996 Russian Federal law which prohibits the CEO from also serving as board chair. Also, we found that the more vigorously the firm pursues a retrenchment strategy, the more negative the relationship between proportion of inside directors and firm performance. Overall, these findings suggest that effective corporate governance may be essential to firm performance in Russia.

Good governance requires an effective board of directors and their involvement in the strategic decision-making process of the firm. Codes of corporate governance specify the structures and process...

Empirical evidence shows that board independence may positively affect IPO performance, but this relationship is almost only explored within Anglo-American countries. Following calls to narrow the ...

Executive Overview Although most of the academic research on strategic alliances has focused on structural characteristics of international alliances in global manufacturing-based industries, many executives are struggling to make strategic alliances work within other contexts. Using insights from the strategic-alliance literature and anecdotes from the healthcare industry, we refocus attention away from the traditional, solitary model of leadership to a shared model of leadership among the top executives of the partner organizations. In so doing, we advance three lessons for leaders to predict and explain strategic alliance success in the healthcare industry. Specifically, these lessons direct attention to top executives' joint abilities to collaborate from a distance, to focus on creating customer value above all else, and to experiment and implement innovative ways to compete in the industry with a partner.

The authors explored the relationship between the degree to which total quality management (TQM) practices were adopted within organizations and the corresponding competitive advantages achieved. T...

This paper explores the ability of firms to integrate a critical strategic issue, the natural environment, into the strategic planning process within the natural resource-based perspective. Using survey data collected from a wide variety of firms and industries based in the United States, we empirically examined the antecedents and effects of integrating the natural environment into the formal planning process. These data were analysed using structural equation modelling with the LISREL technique. Overall, our data provided strong support for the hypothesized relationships. Specifically, we found that the level of integration of environmental management concerns in the strategic planning process was positively related to financial and environmental performance. Furthermore, we found that the greater the functional coverage and the more resources provided to environmental issues, the greater the integration of environmental issues in the planning process. These results suggest that concern for environmental issues may yield competitive advantages in the marketplace as the natural resource-based perspective suggests

This study examines the impact of complementary top management teams (defined as differences in functional backgrounds between the acquiring and acquired firm managers) on post-acquisition performance. Based on a sample of 147 acquisitions completed during 1986-88, we find that complementary backgrounds have a positive impact on postacquisition performance in both related and unrelated acquisitions. Another major finding is that complementarity is negatively related to top management team turnover among acquired managers, suggesting that differences in functional backgrounds are more easily integrated into the new organization. Finally, top management team turnover among acquired managers is negatively related to postacquisition performance. These findings highlight the importance of examining complementarity in terms of differences, and reinforce the notion that differences have the potential to create unique value for the organization. © 1997 by John Wiley & Sons, Ltd.

The natural environment has become a strategic issue for many firms, and the adaptive response of organizations to the pressures incurred by this issue is important to their effectiveness and survival. Using the Miles and Snow (1978) theoretical framework, this article builds a model of the relationship between strategic orientation, environmental responses, and environmental performance. Then, the authors empirically tested this model through seven hypotheses on how defenders, prospectors, and reactors are expected to respond to these pressures. In general, the results show that the firms' strategic orientations are predictive of their environmental responses. However, the predictions for the prospectors were more strongly supported by our data than were the predictions for the defenders. Interestingly, prospectors' and defenders' environmental performance advantage over reactors was most clearly shown in the area of preventing and mitigating environmental crises as opposed to going beyond minimum environmental compliance levels.

This paper explores the ability of firms to successfully integrate a critical strategic issue, the natural environment, into the strategic planning process. We empirically examined the antecedents ...

The academic literature has recently proposed a dialectic approach for the management of innovation in which effectiveness requires a synthesis of various contradictions. This paper qualitatively examines how one such dialectic—the simultaneous need for individualism and teamwork—is synthesized within the context of nine biotechnology firms. Various mechanisms by which these opposing values are identified and categorized and the relationships of these mechanisms to the overall innovativeness of the unit are considered.

There have been increasing calls for greater outside directors to be more aware and informed about the firm S decisions and decision-making process. If outsiders are more informed, it is presumed that they will work more closely with the CEO, and as a result, positively influence firm performance. This research examined individual outside directors’ awareness of one prominent aspect of the CEO’S activity, namely the CEO’S strategic decision style. We found that the outside director3 awareness of the CEOS decision style was positively related to financial profitability and negatively related to financial risk after controlling for industry, organizational size, profit orientation, board leadership, and proportion of insiders. In addition, we found that the CEOS tenure was negatively related to outsider awareness, but this relationship was stronger in non-profit organizations and situations where the CEO did not chair the board. Implications of the findings for future research and application are discussed.

Using previous theory and research on responses to organisational decline, this paper extends the literature into the boardroom to predict outside director behaviour. In so doing, this paper refocuses the corporate governance research towards individual outside directors as opposed to the traditional focus on the overall board. We argue that this contextual and individualistic focus on outside directors’ behaviour may yield some new and useful insights into the corporate governance literature as well as refine and extend Hirshman's theory of responses to organisational decline.

Drawing from the approach/inhibition theory of power, we explore how the experience of power not only provides the means for CEOs to exert their risk preferences, but also affects what their risk p...

List of figures List of tables List of contributors Preface Acknowledgements 1. Introduction William Judge and Alessandro Zattoni 2. Corporate governance and initial public offerings in Australia Helen Wei Hu and Monica Guo-Sze Tan 3. Corporate governance and initial public offerings in Belgium Yves Fassin, Abigail Levrau and Lutgart Van den Berghe 4. Corporate governance and initial public offerings in Canada Dhirendra Shukla 5. Corporate governance and initial public offerings in China Jean Jinghan Chen and Stephen X. H. Gong 6. Corporate governance and initial public offerings in Germany Till Talaulicar 7. Corporate governance and initial public offerings in India Nisha Kohli 8. Corporate governance and initial public offerings in Israel Stav Fainshmidt 9. Corporate governance and initial public offerings in Italy Alessandro Zattoni and Chiara Mosca 10. Corporate governance and initial public offerings in Japan Hideaki Sakawa and Naoki Watanabel 11. Corporate governance and initial public offerings in the Kingdom of Saudi Arabia Majdi A. Quttainah and William F. Paczkowski 12. Corporate governance and initial public offerings in Mexico Jose Luis Rivas 13. Corporate governance and initial public offerings in the Netherlands Hans van Ees and Teye Marra 14. Corporate governance and initial public offerings in Nigeria Emmanuel Afolabi Adegbite 15. Corporate governance and initial public offerings in Russia Sheila M. Puffer and Daniel J. McCarthy 16. Corporate governance and initial public offerings in Singapore Michael A. Witt 17. Corporate governance and initial public offerings in Spain Felix J. Lopez-Iturriaga and Ignacio Danvila del Valle 18. Corporate governance and initial public offerings in Sweden Jonas Gabrielsson 19. Corporate governance and initial public offerings in Switzerland Winfried Ruigrok and Dimitrios G. Georgakakis 20. Corporate governance and initial public offerings in Turkey Sibel Yamak and Bengi Ertuna 21. Corporate governance and initial public offerings in the United Kingdom R. Greg Bell 22. Corporate governance and initial public offerings in the United States Krista Lewellyn and William Judge Index.

There has been considerable research suggesting ways to design foreign subsidiaries for multinational enterprises. Unfortunately, much of this research is fragmented and some is even contradictory. This study seeks to comprehensively integrate this research stream by distilling the extant literature around two key contingency factors: (1) governance environment of the host country, and (2) the strategic role of the foreign subsidiary. Specifically, we distilled the multi-national organizational design literature using the institutional economics logic coupled with Galbraith’s classic organizational design framework. This approach yielded twelve new theoretical propositions that better integrates previous theory and research around the four dimensions of organizational design. The end result is a clearer and more comprehensive understanding of what we know about organizational design in foreign subsidiaries, the novel consideration of governance environment surrounding the subsidiary as an important contingency factor, and guidance for future research in this important area.

This article investigates the scope of a firm's enterprise strategy which is defined as the range of stakeholder satisfaction realized by a firm at a particular point in time. We found that prior profitability and several of the firm's grand strategies were correlated with enterprise strategy scope. Furthermore, environmental munificence was found to have a curvilinear relationship with enterprise strategy. Overall, this study refined and extended our understanding of enterprise strategy and stakeholder management.

Enterprise Strategy Scope is the range of stakeholder satisfaction realized by a firm. Using the Upper Echelons Perspective, this study takes a configurational approach in examining the correlates of Enterprise Strategy Scope by considering the environmental and organizational context as well as top management team's characteristics and firm performance. Empirical support was found for the two hypothesized types of enterprise strategy configurations. In addition, we discovered a third type of configuration which has not yet been discussed in the literature. Overall, these empirical results suggest that enterprise strategy is influenced by several contextual variables operating on multiple levels of analysis.

The level of a board of directors’ involvement in strategic decisions can be viewed as an institutional response or as a strategic adaptation to external pressures for greater board involvement. We...

The debate on the effects of corruption on economic activity is unsettled. Some have argued that corruption hurts economic development because it redirects resources in an unproductive direction and instills distortions in the economy (Shleifer and Vishny, 1993). For example, Tanzi and Davoodi (1997) identify four channels through which corruption may have an adverse effect on economic growth: higher public investment, lower government revenues, lower expenditures on business operations and maintenance, and lower quality of public infrastructure.

This study identifies and develops a new organizational construct, strategic caring, defined as actions taken by top managers with respect to stakeholder relationships to improve the well-being of both the stakeholders and an organization. This construct is based on a review of the multidisciplinary caring literature from which a definition of individual caring was developed through a systematic content analysis. This definition was then translated into an organizational-level construct by drawing upon various disciplines’ views on how organizations can and should respond to stakeholder demands and claims. Strategic caring focuses on the organization’s overall orientation towards its stakeholders and guides organizational leaders as they seek to meet a wide variety of stakeholder demands.

We develop a theoretical framework and provide empirical evidence about determinants of academic fraud associated with violating submission guidelines for the 2014 Academy of Management Annual Meeting. Drawing from the fraud triangle, we find that when faced with the opportunity certain aspects of the social context in which academy members are embedded may motivate some individuals to commit academic fraud. This outcome is consistent with the incentive/pressure element of the fraud triangle. Specifically, our results show that the incidence of violating submission guidelines are greater for tenure-track scholars who have yet to achieve tenure and for those currently affiliated with a research intensive university support these arguments. We also find that authors who received their highest educational degree in countries with higher levels of corruption are more likely to violate the submission rules, supporting our theoretical logic that this national contextual element influences researcher views towar...