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PurposeThis purpose of this paper is to identify the possible sources of variation of results in prior studies linking corporate social responsibility (CSR) with corporate financial performance (CFP).Design/methodology/approachA meta‐analysis was performed on 51 prior studies included in Orlitzky et al. in order to ensure compatibility with previous results. The meta‐analysis is based on sub‐groups of papers in five‐year time intervals focusing on sample size and methodology employed as the sources of variation concerning the nexus between CSR and CFP.FindingsThe major finding of the study is that sample size and methodology are significant sources of variation in measuring the link between CSR and CFP.Research limitations/implicationsThe findings are likely to help develop a structural framework towards broadening and deepening our understanding of the debate regarding the sources of variation in the measurement of CSR and CFP link. This research is limited to papers published up to 1999 as included in Orlitzky et al. Future research can update the findings by using data beyond 1999.Originality/valueThis paper can be considered an advance on the previous research as it contributes to broadening our understanding of the possible source of causes of variation in results of studies linking CSR with CFP.

PurposeThe main purpose of the paper is to examine the possible links between some selected dimensions of national culture and business‐to‐business (B2B) relationships.Design‐methodology/approachSince this paper proposes a conceptual model, a qualitative approach is taken to gather required information mainly through a search of the literature.FindingsIt is argued that the effect of trust on B2B cooperation would be stronger in the collectivist culture than in the individualist culture. Furthermore, the negative consequence of power would be relatively insignificant in the collectivist culture because collectivist network tends to maintain harmony. It is possible to use power coercively in a high‐power distance culture because in such a culture, cooperation is assumed to be power induced. However, opportunism is likely to raise a barrier to reap the benefits that cooperation generates in such cultures.Research limitations/implicationsFirst, only two of the six dimensions originally proposed by Hofstede in 1980 are adopted for this paper. So, the proposed conceptual model only represents a partial conceptualisation of the Hofstede's framework. Secondly, this paper included only the relationship among three constructs (trust, power, and cooperation) drawn from the relationship paradigm reported in the literature. Therefore, the paper conceptualises a partial view of possible exchanges.Originality/valueThis paper helps broaden an understanding of relationships involving power, trust, and cooperation and can be considered an advancement in research because of its approach to study relationships between the above variables in an international setting proposing culture as having moderating effects on those relationships.

Guanxi has been well documented for its critical business role in China but rarely has it been investigated for its important methodological implications. This article focuses on the ways in which researchers can utilise the sociocultural phenomenon of relational and guanxi-orientation as a tool for more effective Chinese-related data collection. This article arose as an unanticipated methodological outcome of a preceding qualitative study of Chinese perceptions of interpersonal trust. The article has empirical foundations but is largely conceptual in nature. One of the key aspects presented in the article is the construction and illustration of a researcher-developed guanxishu or tree of connections. Such insights are likely to prove invaluable to novice investigators interested in management research in Mainland China and overseas Chinese markets. Experienced researchers understand the importance in Chinese markets of accessing and utilising connections in the process of data collection. However, seldom has this process been discussed or comprehensively documented. The article identifies some of the important intricacies around using guanxi in management research.

Purpose
While scholarly attention has mainly focused on team-level or relational constructs for the success of team performance, understanding the inter-play between these two streams of research remains limited in digital transformation projects. Borrowing from social exchange theory, this study aims to explore the antecedents of team alignment leading to team performance with mediation effects of trust, commitment and customer–service provider relationship. The moderating role of relationship length was also examined.


Design/methodology/approach
Data was collected using a survey of 180 employees working on digital projects in B2B context, mostly in the Indo-Pacific region, specifically Singapore, Indonesia, Malaysia and India. Partial least squares method with multi-group analyses and bootstrapping method were used to analyze the data.


Findings
Findings show that customer control and team capability are the strongest antecedents of team alignment, and inter-play between the customer–provider relationship with team-level constructs is also significant. Relationship length has higher level of moderation impact on trust–team performance link compared to commitment–team performance relationship.


Research limitations/implications
The study considers moderation impact of relationship length on trust, commitment and team performance but not other constructs. Also, gender ratio is skewed in the data set.


Practical implications
Digital transformation practitioners need to be aware of relational constructs (not only team-level constructs) when designing successful long-term digitalization strategies for organizations.


Originality/value
This study is one of the first to document the inter-play between team alignment and relational constructs (such as trust, commitment, and customer–service provider relationship), with moderation impact of relationship length leading to team performance in digital transformation projects.

This paper presents the results of a survey of Australian and Bangladeshi corporate managers' response patterns in the food and textile sectors to increasing demands for improved corporate social performances. Based on an analysis of six internal and external decision areas using Analysis of Variance (ANOVA), significant differences were found in corporate action between countries and within selected industries. Australian managers were more likely to act on the internal marketing decision areas (product, price, distribution and communication), Bangladeshi managers tended to act on external environmental decision areas. The strategic implications of these findings are that macro- and micro-environmental variables and government and business capabilities in diverse settings significantly influence managerial actions on social responsibility pressures.

PurposeThe purpose of this paper is to explore international buyer–supplier relationships in an emerging developing country context. The study examines a number of factors derived from internationalization process (IP) theory and their impacts in a novel research setting. The relational variables of trust and commitment, and their drivers, are integrated into a model examining importers' perspectives of their supplier relationships.Design/methodology/approachThis study applied a sequential methodological approach. Initially, a conceptual framework was developed from qualitative research and then quantitatively validated using structural equation modeling (SEM). The data for this study were collected conducting in-depth interviews and survey questionnaires. For empirical validation, the SEM technique was applied to assess the proposed model.FindingsImporting firm managers perceived that the commitment of their suppliers bolstered their trust in the relationship, this contrasts with the conventional contention of a reverse relationship. The findings confirm cultural similarity facilitates communication, leading to increased knowledge and experience of importers, thereby contributing to an enhanced commitment to build trust in the relationship.Practical implicationsThe conceptual framework developed in this study provides a direction to manage and enhance understanding of IP and relationship outcome. The findings have strategic implications for practicing managers in developing and supporting their importer–foreign supplier relationships.Originality/valueThis study is unique in assessing as well as validating key constructs of IP theory in an international exchange (importer–supplier) relationship. The study offers completely a new insight in relation to applying IP theory's relational perspectives.

Purpose
The purpose of this paper is to explore the mediating role of organisational harmony and fellow-feelings in the relationship between intelligence generations, dissemination and implementation on business performance and explain how market orientation impacts certain aspects of organisational behaviour which in turn lead to the performance of service firms.


Design/methodology/approach
The data set comprises 108 responses of senior managers within the logistics sector. The multi-level sequential mediation path analysis is used to examine the above mediating role.


Findings
Results indicate that intelligence dissemination (ID), response implementation (RI) and business performance relationship is significantly mediated via fellow-feelings and organisational harmony. However, the relationship between dissemination, implementation and overall business performance is mostly mediated by fellow-feelings and followed by organisational harmony. Furthermore, when overall market orientation (intelligence generation, dissemination and RI) is used as a determinant of business performance, organsiational harmony emerged as the most significant contributor to organsiational performance.


Practical implications
Managers are urged to focus on building fellow-feelings among their employees, resulting in a harmonious work environment between functional units and market orientation organisation wide.


Originality/value
Compared to previous research, this is one of the first attempts to develop an understanding of fellow-feelings, contributing to organsiational harmony resulting market orientation and, hence, business performance. Market orientation conceptualisations lump intelligence generation, dissemination and RI of business activities together but do not explain how market orientation impacts fellow-feelings and organisational harmony which in turn leads to performance. The authors specifically address this important lacuna in our conceptualisation and propose that ID and RI lead to fellow-feelings within functional departments and results in organisational harmony.