ORCID Profile
0000-0001-5538-3123
Current Organisation
University of Aberdeen
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Publisher: Institute of Electrical and Electronics Engineers (IEEE)
Date: 2022
Publisher: Elsevier BV
Date: 12-2021
Publisher: Springer Science and Business Media LLC
Date: 25-08-2022
DOI: 10.1007/S10490-022-09843-8
Abstract: This paper presents an examination of the role played by alliance learning in enabling emerging market small and medium-sized enterprises (SMEs) to develop responsible innovation. SMEs based in emerging markets face significant challenges due to their weak resource base and the limited support they receive from formal institutions. In such a context, we argued that alliance learning takes a more prominent role in enabling these firms to develop responsible innovation via their absorptive capacity and sense-making competency. Drawn from 176 survey responses from SMEs originating from Pakistan, our findings shed light on the vital role played by alliance learning in enhancing SMEs’ responsible innovation. Specifically, the findings indicate that absorptive capacity acts as an important mechanism between alliance learning and responsible innovation. In addition, sense-making competency emerges as an important boundary condition and as a vital dynamic capability under which the effects of alliance learning on responsible innovation are stronger through the mediating mechanisms of absorptive capacity. These moderating-mediating findings contribute to the literature on dynamic capabilities and responsible innovation and provide important insights into the mechanisms and boundary conditions of responsible innovation in the context of emerging Asian markets.
Publisher: Emerald
Date: 21-02-2022
Abstract: Obesity leads to increased mortality and morbidity among children, as well as when they turn adults. Melding marketing theories in social influence and message framing, this study aims to examine how compliance versus conformance social influence, each framed either prescriptively or proscriptively, may guide children’s choice of healthy versus unhealthy food. This study conducted two experiments in a Pakistani junior school. Experiment 1 exposed children to either a prescriptive or a proscriptive compliance influence. Experiment 2 involved a 2 (prescriptive vs proscriptive compliance influence) × 2 (supportive vs conflicting conformance-influence) between-subjects design. Participants in both studies answered an online survey after being exposed to the social-influence messages. Experiment 1 showed proscriptive was stronger than prescriptive compliance influence in nudging children to pick fruits (healthy) over candies (unhealthy). However, frequency of fruits dropped as susceptibility to compliance strengthened. Experiment 2 found that a proscriptive compliance influence reinforced by a supportive conformance-influence led to most children picking fruits. However, a conflicting conformance influence was able to sway some children away from fruits to candies. This signalled the importance of harmful peer influence, particularly with children who were more likely to conform. Childhood is a critical stage for inculcating good eating habits. Besides formal education about food and health, social influence within classrooms can be effective in shaping children’s food choice. While compliance and conformance influence can co-exist, one influence can reinforce or negate the other depending on message framing. In developing countries like Pakistan, institutional support to tackle childhood obesity may be weak. Teachers can take on official, yet informal, responsibility to encourage healthy eating. Governments can incentivise schools to organise informal activities to develop children’s understanding of healthy consumption. Schools should prevent children from bringing unhealthy food to school, so that harmful peer behaviours are not observable, and even impose high tax on unhealthy products or subsidise healthy products sold in schools. This study adopts a marketing lens and draws on social influence and message framing theory to shed light on children’s food choice behaviour within a classroom environment. The context was an underexplored developing country, Pakistan, where childhood obesity is a public health concern.
Publisher: Wiley
Date: 13-02-2023
DOI: 10.1111/JPIM.12661
Abstract: This paper examines the role played by strategic agility and gender ersity in enabling the creation of value for grand challenges (VCGCs) by small and medium‐sized enterprises originating from emerging markets (ESMEs). ESMEs face significant challenges due to the dynamic environments in which they operate and the limited support they receive from formal institutions. In such contexts, strategic agility enables ESMEs to drive VCGCs through responsible collaborative innovation. We further argue that gender ersity is an important boundary condition that influences the effect of strategic agility on VCGCs via responsible collaborative innovation. Utilizing 228 survey responses from ESMEs originating from the United Arab Emirates (UAE), our findings shed light on the vital role played by strategic agility in enhancing ESMEs' VCGCs. Specifically, our findings indicate that responsible collaborative innovation acts as an important mediating mechanism between strategic agility and VCGCs. In addition, gender ersity emerges as an important moderating factor in that, in the presence of more heterogeneous senior management teams, the effect of strategic agility on VCGCs through the mediating mechanism of responsible collaborative innovation is higher. These findings contribute to the literature on dynamic capabilities, upper echelons, and grand challenges by providing important insights into the mechanisms and boundary conditions of VCGCs in the context of emerging market firms.
Publisher: Emerald
Date: 17-08-2021
Abstract: This paper presents a theorization and an empirical analysis of the influences of international open innovation (IOI) on the international market success of emerging market small and medium-sized enterprises (ESMEs). An analysis of the moderating roles played by cross-cultural competencies and digital alliance capabilities in this specific context is also presented. The study adopted a quantitative research design involving a survey of 231 ESMEs based in the UAE. The authors formulated some hypotheses and tested them by employing hierarchical regression models. The findings revealed that IOI positively affects the international market success of ESMEs. The authors further found that both cross-cultural competencies and digital alliance capabilities moderate the relationship between IOI and international market success. The study advances the international marketing, knowledge and innovation management literature in two ways. First, it is a pioneering study that advances both the theoretical and empirical scholarship regarding the relationship between IOI and emerging market firm international market success by employing an extended resource-based view. Second, it further highlights the role played by cross-cultural competencies and digital alliance capabilities as effective governance mechanisms that moderate the relationship between IOI and international market success.
Publisher: Elsevier BV
Date: 04-2023
Publisher: Wiley
Date: 25-08-2023
DOI: 10.1111/IJMR.12348
Abstract: Strategic alliances play a vital role in exploration and exploitation activities, otherwise known as the ambidextrous approach for value creation. This has led to an upsurge in studies on ambidexterity in strategic alliances by giving rise to various conceptualizations and theoretical challenges. However, we lack a systematic evaluation and synthesis of the theoretical and empirical insights from this growing body of research. In this paper, we use an integrative systematic literature review (SLR) approach to critically analyse 77 articles on ambidexterity in strategic alliances published in 38 leading journals across 13 disciplines. Findings from bibliometric and qualitative content analyses reveal three major research directions: (1) micro‐foundation and organizational antecedents of ambidexterity in alliances, (2) governance mechanisms of ambidexterity, and (3) relational and performance outcomes of ambidexterity. We integrate these findings into a unified framework which provides a foundation for future research on ambidexterity in strategic alliances, with implications for academics, policymakers and practitioners.
Publisher: Emerald
Date: 28-07-2021
Abstract: This paper aims to specifically focus on the challenges that human resource management (HRM) leaders and departments in contemporary organisations face due to close interaction between artificial intelligence (AI) (primarily robots) and human workers especially at the team level. It further discusses important potential strategies, which can be useful to overcome these challenges based on a conceptual review of extant research. The current paper undertakes a conceptual work where multiple streams of literature are integrated to present a rather holistic yet critical overview of the relationship between AI (particularly robots) and HRM in contemporary organisations. We highlight that interaction and collaboration between human workers and robots is visible in a range of industries and organisational functions, where both are working as team members. This gives rise to unique challenges for HRM function in contemporary organisations where they need to address workers' fear of working with AI, especially in relation to future job loss and difficult dynamics associated with building trust between human workers and AI-enabled robots as team members. Along with these, human workers' task fulfilment expectations with their AI-enabled robot colleagues need to be carefully communicated and managed by HRM staff to maintain the collaborative spirit, as well as future performance evaluations of employees. The authors found that organisational support mechanisms such as facilitating environment, training opportunities and ensuring a viable technological competence level before organising human workers in teams with robots are important. Finally, we found that one of the toughest challenges for HRM relates to performance evaluation in teams where both humans and AI (including robots) work side by side. We referred to the lack of existing frameworks to guide HRM managers in this concern and stressed the possibility of taking insights from the computer gaming literature, where performance evaluation models have been developed to analyse humans and AI interactions while keeping the context and limitations of both in view. Our paper is one of the few studies that go beyond a rather general or functional analysis of AI in the HRM context. It specifically focusses on the teamwork dimension, where human workers and AI-powered machines (robots) work together and offer insights and suggestions for such teams' smooth functioning.
Publisher: Elsevier BV
Date: 09-2023
Publisher: Emerald
Date: 08-05-2023
Abstract: This study aims to understand the dynamics underpinning the exit and re-entry strategies adopted by multinational enterprises (MNEs) in an emerging market, Pakistan. This study undertook an in-depth historical case study of Yamaha Motorcycles, which had initially entered Pakistan as a joint venture but had then exited and re-entered as a wholly owned subsidiary. This study found that, despite its status as a market leader and one of the older players in the Pakistani market, changing market dynamics in the 2000s – especially the increased competition brought by more affordable (inexpensive) Chinese motorcycles and the weak enforcement of industrial policies – had pushed Yamaha Motorcycles to exit. Another factor that had contributed to its exit were differences in risk perception and strategies with its local joint venture partner (a Pakistani business group). Hence, both firm-level and institutional factors had played significant roles in Yamaha’s market exit. This study further found that re-entering in a wholly owned subsidiary operation mode had been beneficial for the firm, as it gained a significant market share due to its focus on innovation and on capturing a market niche, which had earlier not been its main focus. The findings also suggest that opportunity logics and multiple forms of learning can be important for a firm’s re-entry into a host market – such as experiential (i.e. learning from experience) and vicarious learning (i.e. learning from other organizations, including suppliers and competitors) in an emerging market context, in which institutions evolve amid political and policy uncertainty. Finally, this study found that exit and re-entry timing is an important factor for the development of competitive advantage in a host market. This study is among the few to have investigated the exit and re-entry strategies of MNEs in emerging markets. The relatively short time during which Yamaha Motorcycles had been out of the market had benefited it on its re-entry, as the firm had been able to capitalize on its prior learning and ties to suppliers’ networks.
Publisher: Wiley
Date: 14-11-2021
Abstract: This paper extends prior scholarly works on entrepreneurial failure, entrepreneurial resilience and learning from failure by examining how the effects of prior experiences of entrepreneurial business failure (EBF) manifest in the entrepreneurial process of subsequent venture formation. We elucidate the pre‐founding and post‐founding effects of prior EBF via insights drawn from 25 serial entrepreneurs in Nigeria. The findings demonstrate that entrepreneurs were often motivated to start another venture as a result of the economic hardship and social stigmatization that occurs after business closure. We identified a three‐stage fine‐grained process perspective of successive entrepreneurial engagement (e.g. pre‐founding, formation and development, and post‐founding conditions and effects on subsequent entrepreneurial ventures). These stages shed light on entrepreneurial fragility, entrepreneurial resiliency and the development of anti‐fragility capabilities that are conducive to subsequent venture formation and survival. We shed light on how in idual‐level factors shape how prior failure experiences can shift from liability immediately after business collapse and at pre‐founding to become an asset during and after new‐venture formation. Such learning from past failure is vital in adapting to dynamic environmental changes, especially those observed in emerging‐market settings. Taken together, we demonstrate how entrepreneurs bounce back from errors, failures and setbacks.
Publisher: Elsevier BV
Date: 03-2022
Publisher: Elsevier BV
Date: 12-2021
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
No related grants have been discovered for Zaheer Khan.