ORCID Profile
0000-0002-6377-2230
Current Organisations
University of South Australia
,
Waseda University
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Publisher: Elsevier BV
Date: 07-2019
Publisher: Wiley
Date: 03-06-2014
DOI: 10.1111/IREL.12066
Publisher: Wiley
Date: 24-05-2021
DOI: 10.1111/BJIR.12610
Abstract: In this study, we examine how establishment‐level aggression originating from customers can lead to voluntary turnover. We also examine whether establishment‐level factors, such as collective voice, high involvement work practices and control‐based work practices, moderate this relationship. By analysing a s le of 139 call centres in Canada, we found that establishment‐level customer aggression is positively related to the workforce quit rate. Furthermore, we found that this positive relationship is weaker in establishments where employees have access to collective voice and in establishments that use fewer control‐based human resource practices.
Publisher: Informa UK Limited
Date: 21-11-2016
Publisher: Informa UK Limited
Date: 10-2007
Publisher: Wiley
Date: 28-03-2013
DOI: 10.1002/SMJ.2071
Publisher: Emerald
Date: 10-12-2022
DOI: 10.1108/IJOPM-04-2021-0272
Abstract: COVID-19 once again showed the importance of building resilience in supply chains. Extant research on supply chain resilience management has successfully identified a set of organizational antecedents that contribute to supply chain resilience. However, little is known about the mechanisms by which these antecedents are developed within a firm. Drawing on the dynamic managerial capabilities theory, the current study aims to investigate the critical role that supply chain managers play in developing the organizational antecedents. Specifically, this study shows that supply chain managers' social capital, human capital and cognition are instrumental to the development of three organizational supply chain resilience antecedents: visibility, responsiveness and flexibility, which subsequently enhance the firm's supply chain resilience. The authors employ survey data collected from 598 manufacturing firms in Australia, and Hayes and Preacher's (2014) parallel multiple mediator model to empirically test the hypotheses. The findings of the study establish that supply chain managers' social capital, human capital and cognition indeed have implications for developing supply chain resilience. Furthermore, the mediators through which managers' social capital, human capital and cognition improve supply chain resilience are identified in the current study. The study contributes to the extant literature on supply chain resilience, investigating the role that supply chain managers play in developing the resilience of their firm.
Publisher: Informa UK Limited
Date: 02-2009
Publisher: Informa UK Limited
Date: 11-2011
Publisher: Wiley
Date: 25-05-2011
Publisher: Routledge
Date: 20-07-2017
Publisher: Wiley
Date: 06-01-2011
Publisher: Emerald
Date: 28-06-2022
DOI: 10.1108/IJPDLM-05-2021-0167
Abstract: Rethinking how to build resilience in supply chains is once again highlighted by COVID-19. Research on supply chain resilience has established flexibility as a firm-level antecedent that contributes to supply chain resilience. However, the authors know little about how supply chain flexibility is developed within a firm. Drawing on social capital theory, the authors claim that the way supply chain managers are embedded in their social networks plays a critical role in developing this antecedent. Specifically, the authors hypothesize that supply chain managers' structural and relational embeddedness in their reference network, comprised of in iduals from whom they seek advice, is instrumental to developing supply chain flexibility, which subsequently enhances the firm's supply chain resilience. Survey data collected from 485 manufacturing firms in Australia and Hayes and Preacher's (2014) parallel multiple mediator model were employed to empirically test the hypotheses. The findings of the study establish that supply chain managers' structural and relational embeddedness in their reference network indeed have implications for developing supply chain resilience. Furthermore, the mediator through which managers' social embeddedness influences supply chain resilience is identified in the current study. The study contributes to the extant literature on supply chain resilience, investigating the role that supply chain managers' social capital play in developing the resilience of their firm.
Publisher: Wiley
Date: 2006
DOI: 10.1002/SMJ.521
Publisher: Wiley
Date: 27-05-2021
DOI: 10.1002/HRM.22067
Abstract: Despite the expected advantages of appointing women to corporate leadership roles, empirical evidence provides mixed support for the positive relationship between women's representation in the top management team (TMT) and subsequent firm performance. Considering the evidence that female TMT members are often paid less than their male colleagues, this study examines the implications of a gender pay disparity for the relationship between women's representation in the TMT and firm performance. Our analysis that draws on TMT pay data in public Australian firms demonstrates that gender pay disparities within TMTs negatively moderate the relationship between women's representation in the TMT and subsequent firm performance. Specifically, when female TMT members are paid less than their male colleagues, and this gender pay disparity is large, women's representation in the TMT is negatively associated with firm performance.
Publisher: Springer Science and Business Media LLC
Date: 12-2004
Publisher: Elsevier BV
Date: 08-2016
Publisher: Routledge
Date: 23-08-2023
Publisher: Wiley
Date: 26-01-2011
No related grants have been discovered for Yoshio Yanadori.