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This study examines the influence of board interlocks and former politicians on decisions regarding acquisitions in Spain. Our research suggests that board interlocks to other firms can positively influence operations in terms of acquisition scale. Our findings also show that this relationship is positively moderated by the presence of former politicians. That is, the effects of interlocks on acquisitions are amplified further when there are former politicians on boards, which confirms their role as community influentials. In the case of Spain, and under-regulated industries, this complementary effect is maintained. However, the role played by interlocks seems to be more important than former politicians, which means that board interlocks can replace other formal methods of acquiring information (through former politicians) while attempting acquisitions.
Santiago Kopoboru; Gloria Cuevas-Rodríguez; Leticia Pérez-Calero. Boards that Make a Difference in Firm’s Acquisitions: The Role of Interlocks and Former Politicians in Spain. Sustainability 2020, 12, 984 .
AMA StyleSantiago Kopoboru, Gloria Cuevas-Rodríguez, Leticia Pérez-Calero. Boards that Make a Difference in Firm’s Acquisitions: The Role of Interlocks and Former Politicians in Spain. Sustainability. 2020; 12 (3):984.
Chicago/Turabian StyleSantiago Kopoboru; Gloria Cuevas-Rodríguez; Leticia Pérez-Calero. 2020. "Boards that Make a Difference in Firm’s Acquisitions: The Role of Interlocks and Former Politicians in Spain." Sustainability 12, no. 3: 984.
In this research, we analyze the influence of two alliance management capabilities, coordination and interorganizational learning, on the performance of alliances for innovation. By adopting a contingency view, we explore whether the effectiveness of these capabilities depends on certain features of the alliance portfolio configuration (partner and geographic diversity). Based on a sample of Spanish companies belonging to the five leading biotech clusters, our results demonstrate that alliance management capabilities are not equally effective across different contexts. Alliance coordination capabilities become more effective when partner diversity is low and geographic diversity is high. By contrast, interorganizational learning capabilities have a positive effect on alliance portfolio performance when partner diversity is high and geographic diversity is low. These results also have useful implications for managers involved in alliances for innovation, who can direct the organizational efforts towards the most effective alliance capabilities, depending on the features of their alliance portfolio.
Carmen Cabello-Medina; Antonio Carmona-Lavado; Gloria Cuevas-Rodriguez. A contingency view of alliance management capabilities for innovation in the biotech industry. BRQ Business Research Quarterly 2019, 1 .
AMA StyleCarmen Cabello-Medina, Antonio Carmona-Lavado, Gloria Cuevas-Rodriguez. A contingency view of alliance management capabilities for innovation in the biotech industry. BRQ Business Research Quarterly. 2019; ():1.
Chicago/Turabian StyleCarmen Cabello-Medina; Antonio Carmona-Lavado; Gloria Cuevas-Rodriguez. 2019. "A contingency view of alliance management capabilities for innovation in the biotech industry." BRQ Business Research Quarterly , no. : 1.
This chapter analyses the changes observed in the corporate governance of companies after privatisation. Specifically, the study focuses on the analysis of how boards change their two main functions – control and provision of resources – when the company is transferred from public to private hands. This serves as a reference to emerging countries that use privatisation as a mechanism for economic development. Regarding the control function, the study shows the key role played by directors appointed before the Chief Executive Officer (CEO) in monitoring managers. This study also establishes the influence of external factors – such as regulation and competition in the sector – on the control function. Regarding the provision of resource role, the results highlight the importance of changing the configuration of the boards after privatisation – in terms of the profile of the directors – in order to acquire the necessary resources in the private stage of the firm. In this respect, the study indicates that directors who are business experts play a greater role after privatisation, and highlights the important presence of support specialists with specific skills at each stage of the company. The study also emphasises the limitations of some variables traditionally associated with the control function – leadership structure (non-duality) and outside directors – and with the provision of resources role – board size.
Jaime Guerrero-Villegas; Gloria Cuevas-Rodríguez; Ramón Valle-Cabrera. Corporate Governance in Emerging Markets: What We Can Learn from a Privatisation Context. Global Challenges to CSR and Sustainable Development 2014, 239 -265.
AMA StyleJaime Guerrero-Villegas, Gloria Cuevas-Rodríguez, Ramón Valle-Cabrera. Corporate Governance in Emerging Markets: What We Can Learn from a Privatisation Context. Global Challenges to CSR and Sustainable Development. 2014; ():239-265.
Chicago/Turabian StyleJaime Guerrero-Villegas; Gloria Cuevas-Rodríguez; Ramón Valle-Cabrera. 2014. "Corporate Governance in Emerging Markets: What We Can Learn from a Privatisation Context." Global Challenges to CSR and Sustainable Development , no. : 239-265.
In the light of the key role intellectual capital has for firms' innovation capability, this paper analyzes the influence of two of their dimensions, organizational capital and social capital, on firms' product innovation, and the moderating role of radicalness. Unlike previous studies, the unit of analysis will not be the firm, but the R&D department. Thus, our research, conducted with a sample of Spanish industrial companies, provides a new insight with interesting results. First, our findings show that social capital favours firms' product innovation, especially under radical innovations. Second, organizational capital has an indirect effect on product innovation through positive influence on social capital. This implies that firms can stimulate communication and interaction among people, and therefore innovative activity, by means of explicit and codified knowledge (organizational capital).
Antonio Carmona-Lavado; Gloria Cuevas-Rodríguez; Carmen Cabello-Medina. Social and organizational capital: Building the context for innovation. Industrial Marketing Management 2009, 39, 681 -690.
AMA StyleAntonio Carmona-Lavado, Gloria Cuevas-Rodríguez, Carmen Cabello-Medina. Social and organizational capital: Building the context for innovation. Industrial Marketing Management. 2009; 39 (4):681-690.
Chicago/Turabian StyleAntonio Carmona-Lavado; Gloria Cuevas-Rodríguez; Carmen Cabello-Medina. 2009. "Social and organizational capital: Building the context for innovation." Industrial Marketing Management 39, no. 4: 681-690.