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Ensign 安森</a><p class="suggested-user-card__user-info__subheader ds2-5-body-xs">Wilfrid Laurier University</p></div></div></ul></div><style type="text/css">.suggested-academics--header h3{font-size:16px;font-weight:500;line-height:20px}</style><div class="ri-section"><div class="ri-section-header"><span>Interests</span></div><div class="ri-tags-container"><a data-click-track="profile-user-info-expand-research-interests" data-has-card-for-ri-list="2816790" href="https://www.academia.edu/Documents/in/Marketing"><div id="js-react-on-rails-context" style="display:none" data-rails-context="{"inMailer":false,"i18nLocale":"en","i18nDefaultLocale":"en","href":"https://brunel.academia.edu/KrishnaGupta","location":"/KrishnaGupta","scheme":"https","host":"brunel.academia.edu","port":null,"pathname":"/KrishnaGupta","search":null,"httpAcceptLanguage":null,"serverSide":false}"></div> <div class="js-react-on-rails-component" style="display:none" data-component-name="Pill" data-props="{"color":"gray","children":["Marketing"]}" data-trace="false" data-dom-id="Pill-react-component-f32748ba-01e5-409f-88fd-d5ba34580c20"></div> <div id="Pill-react-component-f32748ba-01e5-409f-88fd-d5ba34580c20"></div> </a><a data-click-track="profile-user-info-expand-research-interests" data-has-card-for-ri-list="2816790" href="https://www.academia.edu/Documents/in/Economics"><div class="js-react-on-rails-component" style="display:none" data-component-name="Pill" data-props="{"color":"gray","children":["Economics"]}" data-trace="false" data-dom-id="Pill-react-component-4c695cc1-666a-4f54-a744-66c37d11f623"></div> <div id="Pill-react-component-4c695cc1-666a-4f54-a744-66c37d11f623"></div> </a><a data-click-track="profile-user-info-expand-research-interests" data-has-card-for-ri-list="2816790" href="https://www.academia.edu/Documents/in/Macroeconomics"><div class="js-react-on-rails-component" style="display:none" data-component-name="Pill" data-props="{"color":"gray","children":["Macroeconomics"]}" data-trace="false" data-dom-id="Pill-react-component-0caec96a-8e0d-4e24-9565-83b1af32c8ce"></div> <div id="Pill-react-component-0caec96a-8e0d-4e24-9565-83b1af32c8ce"></div> </a></div></div></div></div><div class="right-panel-container"><div class="user-content-wrapper"><div class="uploads-container" id="social-redesign-work-container"><div class="upload-header"><h2 class="ds2-5-heading-sans-serif-xs">Uploads</h2></div><div class="documents-container backbone-social-profile-documents" style="width: 100%;"><div class="u-taCenter"></div><div class="profile--tab_content_container js-tab-pane tab-pane active" id="all"><div class="profile--tab_heading_container js-section-heading" data-section="Papers" id="Papers"><h3 class="profile--tab_heading_container">Papers by Krishna Gupta</h3></div><div class="js-work-strip profile--work_container" data-work-id="2203475"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/2203475/Differentiated_fit_and_shared_values_Alternatives_for_managing_headquarters_subsidiary_relations"><img alt="Research paper thumbnail of Differentiated fit and shared values: Alternatives for managing headquarters‐subsidiary relations" class="work-thumbnail" src="https://attachments.academia-assets.com/30254017/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/2203475/Differentiated_fit_and_shared_values_Alternatives_for_managing_headquarters_subsidiary_relations">Differentiated fit and shared values: Alternatives for managing headquarters‐subsidiary relations</a></div><div class="wp-workCard_item"><span>Strategic Management Journal</span><span>, Jan 1, 2006</span></div><div class="wp-workCard_item"><div class="carousel-container carousel-container--sm" id="profile-work-2203475-figures"><div class="prev-slide-container js-prev-button-container"><button aria-label="Previous" class="carousel-navigation-button js-profile-work-2203475-figures-prev"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">arrow_back_ios</span></button></div><div class="slides-container js-slides-container"><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2279360/figure-1-framework-for-differentiated-fit-between-subsidiary"><img alt="Figure 1. A framework for a differentiated fit between subsidiary context and structure The argument is built upon the following propositions. As the complexity of the subsidi- ary’s environment increases, the efficacy of both centralization and formalization declines. This is because greater environmental com- plexity enhances the value of the subsidiary’s local knowledge and hence requires that the subsidiary be granted greater autonomy and flexibility in making decisions. However, as the resources possessed by the subsidiary increase, the efficacy of centralization declines, but of formalization increases. This is because the subsidiary is likely to resent overt hierarchical control but be more receptive to impersonal rules and procedures that the headquarters may wish to install to keep in check potential agency problems. These considerations account for the combination of these structural elements that Minimizing the divergence of preferences and interests among the members of an organization has been explicitly seen by several scholars as a way to achieve control in principal—-agent relations. As Ouchi (1980: 138) notes, ‘common values and beliefs provide the harmony of interests that erase the possibility of opportunistic behavior.’ In the same spirit, Eisenhardt (1985: " class="figure-slide-image" src="https://figures.academia-assets.com/30254017/figure_001.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2279363/table-2-the-effects-of-differentiated-fit-and-shared-values"><img alt="Table 2. The effects of differentiated fit and shared values of firm performance " class="figure-slide-image" src="https://figures.academia-assets.com/30254017/figure_002.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2279369/table-1-means-standard-deviations-and-intercorrelations"><img alt="Table 1. Means, standard deviations, and intercorrelations " class="figure-slide-image" src="https://figures.academia-assets.com/30254017/table_001.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2279373/table-3-independent-and-interaction-effects-of"><img alt="Table 3. Independent and interaction effects of differentiated fit (DF) and shared values (SV) on firm performance: F values from ANOVA " class="figure-slide-image" src="https://figures.academia-assets.com/30254017/table_002.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2279377/table-4-independent-and-interaction-effects-of"><img alt="Table 4. Independent and interaction effects of differentiated fit (DF) and shared values (SV) on firn performance: Standardized coefficients from an OLS regression " class="figure-slide-image" src="https://figures.academia-assets.com/30254017/table_003.jpg" /></a></figure></div><div class="next-slide-container js-next-button-container"><button aria-label="Next" class="carousel-navigation-button js-profile-work-2203475-figures-next"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">arrow_forward_ios</span></button></div></div></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="b8d3772be746c26838cb0d2f5a5d3d02" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":30254017,"asset_id":2203475,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/30254017/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="2203475"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="2203475"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 2203475; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=2203475]").text(description); $(".js-view-count[data-work-id=2203475]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 2203475; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='2203475']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "b8d3772be746c26838cb0d2f5a5d3d02" } } $('.js-work-strip[data-work-id=2203475]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":2203475,"title":"Differentiated fit and shared values: Alternatives for managing headquarters‐subsidiary relations","translated_title":"","metadata":{"publisher":"Wiley Online Library","ai_abstract":"This paper explores two distinct approaches for managing headquarters-subsidiary relations in multinational corporations (MNCs): differentiated fit and shared values. 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Number of permutations = 4,000. *p< .05 ** yn < 01 Results of Multiple Regression Analysis: The Effects of Social Capital on Resource Exchange‘ " class="figure-slide-image" src="https://figures.academia-assets.com/30254013/table_002.jpg" /></a></figure></div><div class="next-slide-container js-next-button-container"><button aria-label="Next" class="carousel-navigation-button js-profile-work-2203473-figures-next"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">arrow_forward_ios</span></button></div></div></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="29fee293e85125cc262dbdb36e5565be" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":30254013,"asset_id":2203473,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/30254013/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="2203473"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="2203473"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 2203473; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=2203473]").text(description); $(".js-view-count[data-work-id=2203473]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 2203473; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='2203473']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "29fee293e85125cc262dbdb36e5565be" } } $('.js-work-strip[data-work-id=2203473]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":2203473,"title":"Social capital and value creation: The role of intrafirm networks","translated_title":"","metadata":{"publisher":"amj.aom.org","ai_abstract":"The concept of social capital is explored in relation to its impact on value creation within firms, focusing on intrafirm networks. 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The tension between shared values and inclusion" class="work-thumbnail" src="https://attachments.academia-assets.com/30254010/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/2203472/Can_schools_be_communities_The_tension_between_shared_values_and_inclusion">Can schools be communities? The tension between shared values and inclusion</a></div><div class="wp-workCard_item"><span>Educational Administration Quarterly</span><span>, Jan 1, 1999</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">This article considers a central dilemma associated with school communities, the tension between ...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">This article considers a central dilemma associated with school communities, the tension between the need for shared values that are constitutive enough to serve as the basis for community and the premises of liberal inclusiveness. The author evaluates 3 candidates for school-community values-comprehensive doctrines, caring, and democracy-and concludes that, if a value is a constitutive one, then it cannot be consistent with liberal inclusiveness. He suggests a middle ground based in variants of these values that are thick, but vague, and more freedom of association within the public school system around these values.</span></div><div class="wp-workCard_item"><div class="carousel-container carousel-container--sm" id="profile-work-2203472-figures"><div class="prev-slide-container js-prev-button-container"><button aria-label="Previous" class="carousel-navigation-button js-profile-work-2203472-figures-prev"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">arrow_back_ios</span></button></div><div class="slides-container js-slides-container"><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/11929744/table-1-there-are-also-degrees-of-freedom-of-association"><img alt="There are also degrees of freedom of association. Moreover, we can ac- commodate some forms of free association within the scope of public institu- tions. We might then claim that there is a sliding scale of the constitutiveness of values and that this sliding scale can be recognized and accommodated through a sliding scale of freedom of association. To oversimplify, suppose we claim that there are three degrees of constitutiveness and three degrees of freedom of association. These could be charted as follows: The conceptual tension between constitutive values and liberal inclusive- ness does not inevitably lead to the conclusions that if we want schools to be real communities, we will have to privatize schooling and that if we are unwilling to privatize schooling, we will have to accept public schools that are unlikely to be communities. We might instead explore the potential of the middle ground. We can build more free association and hence more space for constitutive values into public schools and public space. We can emphasize constitutive values that are thick, but vague. If we do, we can affirm those public values such as tolerance and avoid some of the pitfalls of more aggres- sive forms of privatization. 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It can be used as a framework to identify the positive and negative social impact of those activities. These “inside-out” linkages may range from hiring and layoff policies to greenhouse gas emissions, as the partial list of examples illustrated here demonstrates. " class="figure-slide-image" src="https://figures.academia-assets.com/30254012/figure_001.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2145330/figure-2-in-addition-to-understanding-the-social"><img alt="In addition to understanding the social ramifications of the value chain, effective CSR requires an understanding of the social dimensions of the company’s competitive context-the “outside-in” linkages that affect its ability to improve pro: ductivity and execute strategy. These can be understood using the diamond framework, which shows how the condi: tions at a company’s locations (such as transportation infrastructure and honestly enforced regulatory policy) affect its ability to compete. 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The graphic below depicts some areas where the connections are strongest. " class="figure-slide-image" src="https://figures.academia-assets.com/30254009/figure_003.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/30912899/figure-2-but-there-are-unmistakable-signs-of-change-efforts"><img alt="But there are unmistakable signs of change. Efforts to minimize pollution were once thought to inevitably increase business costs—and to occur only because of regulation and taxes. Today there is a growing consensus that major improvements in environmental performance can often be achieved with better technology at nominal incremental cost and can even yield net cost savings through enhanced resource utilization, process efficiency, and quality. " class="figure-slide-image" src="https://figures.academia-assets.com/30254009/figure_002.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/30912883/figure-1-the-capitalist-system-is-under-siege-in-recent"><img alt="The capitalist system is under siege. In recent years business increasingly has been viewed as a major cause of social, environmental, and economic problems. Companies are widely perceived to be prospering at the expense of the broader community. Every firm should look at decisions and opportunities through the lens of shared value. This will lead to new approaches that generate greater innovation and growth for companies—and also greater benefits for society. " class="figure-slide-image" src="https://figures.academia-assets.com/30254009/figure_001.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/30912919/figure-4-creating-shared-value-csv-should-supersede"><img alt="Creating shared value (CSV) should supersede corporate social responsibility (CSR) in guiding the investments of companies in their communities. CSR programs focus mostly on reputation and have only a limited connection to the business, making them hard to justify and maintain over the long run. In contrast, CSV is integral to a company’s profitabilit and competitive position. It leverages the unique resources and expertise of the company to create economic value by creating social value. 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$(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") if (true) { Aedu.setUpFigureCarousel('profile-work-2203467-figures'); } }); </script> </div><div class="profile--tab_content_container js-tab-pane tab-pane" data-section-id="321083" id="papers"><div class="js-work-strip profile--work_container" data-work-id="2203475"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/2203475/Differentiated_fit_and_shared_values_Alternatives_for_managing_headquarters_subsidiary_relations"><img alt="Research paper thumbnail of Differentiated fit and shared values: Alternatives for managing headquarters‐subsidiary relations" class="work-thumbnail" src="https://attachments.academia-assets.com/30254017/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/2203475/Differentiated_fit_and_shared_values_Alternatives_for_managing_headquarters_subsidiary_relations">Differentiated fit and shared values: Alternatives for managing headquarters‐subsidiary relations</a></div><div class="wp-workCard_item"><span>Strategic Management Journal</span><span>, Jan 1, 2006</span></div><div class="wp-workCard_item"><div class="carousel-container carousel-container--sm" id="profile-work-2203475-figures"><div class="prev-slide-container js-prev-button-container"><button aria-label="Previous" class="carousel-navigation-button js-profile-work-2203475-figures-prev"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">arrow_back_ios</span></button></div><div class="slides-container js-slides-container"><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2279360/figure-1-framework-for-differentiated-fit-between-subsidiary"><img alt="Figure 1. A framework for a differentiated fit between subsidiary context and structure The argument is built upon the following propositions. As the complexity of the subsidi- ary’s environment increases, the efficacy of both centralization and formalization declines. This is because greater environmental com- plexity enhances the value of the subsidiary’s local knowledge and hence requires that the subsidiary be granted greater autonomy and flexibility in making decisions. However, as the resources possessed by the subsidiary increase, the efficacy of centralization declines, but of formalization increases. This is because the subsidiary is likely to resent overt hierarchical control but be more receptive to impersonal rules and procedures that the headquarters may wish to install to keep in check potential agency problems. These considerations account for the combination of these structural elements that Minimizing the divergence of preferences and interests among the members of an organization has been explicitly seen by several scholars as a way to achieve control in principal—-agent relations. As Ouchi (1980: 138) notes, ‘common values and beliefs provide the harmony of interests that erase the possibility of opportunistic behavior.’ In the same spirit, Eisenhardt (1985: " class="figure-slide-image" src="https://figures.academia-assets.com/30254017/figure_001.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2279363/table-2-the-effects-of-differentiated-fit-and-shared-values"><img alt="Table 2. The effects of differentiated fit and shared values of firm performance " class="figure-slide-image" src="https://figures.academia-assets.com/30254017/figure_002.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2279369/table-1-means-standard-deviations-and-intercorrelations"><img alt="Table 1. Means, standard deviations, and intercorrelations " class="figure-slide-image" src="https://figures.academia-assets.com/30254017/table_001.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2279373/table-3-independent-and-interaction-effects-of"><img alt="Table 3. Independent and interaction effects of differentiated fit (DF) and shared values (SV) on firm performance: F values from ANOVA " class="figure-slide-image" src="https://figures.academia-assets.com/30254017/table_002.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2279377/table-4-independent-and-interaction-effects-of"><img alt="Table 4. Independent and interaction effects of differentiated fit (DF) and shared values (SV) on firn performance: Standardized coefficients from an OLS regression " class="figure-slide-image" src="https://figures.academia-assets.com/30254017/table_003.jpg" /></a></figure></div><div class="next-slide-container js-next-button-container"><button aria-label="Next" class="carousel-navigation-button js-profile-work-2203475-figures-next"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">arrow_forward_ios</span></button></div></div></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="b8d3772be746c26838cb0d2f5a5d3d02" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":30254017,"asset_id":2203475,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/30254017/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="2203475"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="2203475"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 2203475; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=2203475]").text(description); $(".js-view-count[data-work-id=2203475]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 2203475; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='2203475']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "b8d3772be746c26838cb0d2f5a5d3d02" } } $('.js-work-strip[data-work-id=2203475]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":2203475,"title":"Differentiated fit and shared values: Alternatives for managing headquarters‐subsidiary relations","translated_title":"","metadata":{"publisher":"Wiley Online Library","ai_abstract":"This paper explores two distinct approaches for managing headquarters-subsidiary relations in multinational corporations (MNCs): differentiated fit and shared values. 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It discusses frameworks for pollution prevention, product stewardship, and engagement with stakeholders while addressing the challenges and opportunities presented by new technologies and market dynamics. 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We set the error variances for single indicators at (1 — ajo’, with loadings (lambdas) fixed at a’/c, where a is the estimated reliability and o is the standard deviation of the single indicator in use. > Solid lines indicate significant paths. Dashed lines indicate nonsignificant paths. " class="figure-slide-image" src="https://figures.academia-assets.com/30254013/figure_001.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2281366/table-1-means-standard-deviations-and-correlations"><img alt="Means, Standard Deviations, and Correlations TABLE 1 " class="figure-slide-image" src="https://figures.academia-assets.com/30254013/table_001.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2281367/table-2-adjusted-number-of-permutations-yn-results-of"><img alt="@ Adjusted R? = .49. Number of permutations = 4,000. *p< .05 ** yn < 01 Results of Multiple Regression Analysis: The Effects of Social Capital on Resource Exchange‘ " class="figure-slide-image" src="https://figures.academia-assets.com/30254013/table_002.jpg" /></a></figure></div><div class="next-slide-container js-next-button-container"><button aria-label="Next" class="carousel-navigation-button js-profile-work-2203473-figures-next"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">arrow_forward_ios</span></button></div></div></div><div class="wp-workCard_item wp-workCard--actions"><span class="work-strip-bookmark-button-container"></span><a id="29fee293e85125cc262dbdb36e5565be" class="wp-workCard--action" rel="nofollow" data-click-track="profile-work-strip-download" data-download="{"attachment_id":30254013,"asset_id":2203473,"asset_type":"Work","button_location":"profile"}" href="https://www.academia.edu/attachments/30254013/download_file?s=profile"><span><i class="fa fa-arrow-down"></i></span><span>Download</span></a><span class="wp-workCard--action visible-if-viewed-by-owner inline-block" style="display: none;"><span class="js-profile-work-strip-edit-button-wrapper profile-work-strip-edit-button-wrapper" data-work-id="2203473"><a class="js-profile-work-strip-edit-button" tabindex="0"><span><i class="fa fa-pencil"></i></span><span>Edit</span></a></span></span></div><div class="wp-workCard_item wp-workCard--stats"><span><span><span class="js-view-count view-count u-mr2x" data-work-id="2203473"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 2203473; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=2203473]").text(description); $(".js-view-count[data-work-id=2203473]").attr('title', description).tooltip(); }); });</script></span></span><span><span class="percentile-widget hidden"><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 2203473; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-work-strip[data-work-id='2203473']"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></span></div><div id="work-strip-premium-row-container"></div></div></div><script> require.config({ waitSeconds: 90 })(["https://a.academia-assets.com/assets/wow_profile-a9bf3a2bc8c89fa2a77156577594264ee8a0f214d74241bc0fcd3f69f8d107ac.js","https://a.academia-assets.com/assets/work_edit-ad038b8c047c1a8d4fa01b402d530ff93c45fee2137a149a4a5398bc8ad67560.js"], function() { // from javascript_helper.rb var dispatcherData = {} if (true){ window.WowProfile.dispatcher = window.WowProfile.dispatcher || _.clone(Backbone.Events); dispatcherData = { dispatcher: window.WowProfile.dispatcher, downloadLinkId: "29fee293e85125cc262dbdb36e5565be" } } $('.js-work-strip[data-work-id=2203473]').each(function() { if (!$(this).data('initialized')) { new WowProfile.WorkStripView({ el: this, workJSON: {"id":2203473,"title":"Social capital and value creation: The role of intrafirm networks","translated_title":"","metadata":{"publisher":"amj.aom.org","ai_abstract":"The concept of social capital is explored in relation to its impact on value creation within firms, focusing on intrafirm networks. The study builds upon existing theoretical frameworks to investigate how social capital dimensions—structural, relational, and cognitive—interact to facilitate innovation and resource exchange. Despite some limitations regarding sample size and measurement, the research offers empirical support for the connection between social capital and organizational performance, underscoring the utility of network analysis in understanding these dynamics.","publication_date":{"day":1,"month":1,"year":1998,"errors":{}},"publication_name":"Academy of management Journal"},"translated_abstract":null,"internal_url":"https://www.academia.edu/2203473/Social_capital_and_value_creation_The_role_of_intrafirm_networks","translated_internal_url":"","created_at":"2012-11-27T02:08:28.133-08:00","preview_url":null,"current_user_can_edit":null,"current_user_is_owner":null,"owner_id":2816790,"coauthors_can_edit":true,"document_type":"paper","co_author_tags":[],"downloadable_attachments":[{"id":30254013,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/30254013/thumbnails/1.jpg","file_name":"tsaighosal.pdf","download_url":"https://www.academia.edu/attachments/30254013/download_file","bulk_download_file_name":"Social_capital_and_value_creation_The_ro.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/30254013/tsaighosal-libre.pdf?1390882073=\u0026response-content-disposition=attachment%3B+filename%3DSocial_capital_and_value_creation_The_ro.pdf\u0026Expires=1743687713\u0026Signature=RGDNBt13SXYGkAOWhVHXdcYSDpTTWv4qltPKoaTknzmBOzIn06NtnfDH~ijjW4g6bLW8XwVM7XxXwxyF5NY2I8xU6BSB2XY3Fg5Fo~l~JqixydBQ4~cevQ9xXHaAsE6KMVATOUbcMCjT44IjhA3iOIsqZJFoDzsSemhO5EyxGKREeQP7SrD~9vnSfCyKEiGP3g8NTc0YDwKLZ1nTx~17v85TPC00tbpEt8M9Kc0-PWaMXYHhCpAg02HRttyMdtsCc38gCl~6pLbqqZ06BB-eronUUBadSFHQUaM5ctH06b3mqpP4shAUbvaLkscxFGiDElJPsvpPt00LWdIw4yrxKg__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}],"slug":"Social_capital_and_value_creation_The_role_of_intrafirm_networks","translated_slug":"","page_count":20,"language":"en","content_type":"Work","summary":null,"owner":{"id":2816790,"first_name":"Krishna","middle_initials":null,"last_name":"Gupta","page_name":"KrishnaGupta","domain_name":"brunel","created_at":"2012-11-27T01:58:28.526-08:00","display_name":"Krishna Gupta","url":"https://brunel.academia.edu/KrishnaGupta"},"attachments":[{"id":30254013,"title":"","file_type":"pdf","scribd_thumbnail_url":"https://attachments.academia-assets.com/30254013/thumbnails/1.jpg","file_name":"tsaighosal.pdf","download_url":"https://www.academia.edu/attachments/30254013/download_file","bulk_download_file_name":"Social_capital_and_value_creation_The_ro.pdf","bulk_download_url":"https://d1wqtxts1xzle7.cloudfront.net/30254013/tsaighosal-libre.pdf?1390882073=\u0026response-content-disposition=attachment%3B+filename%3DSocial_capital_and_value_creation_The_ro.pdf\u0026Expires=1743687713\u0026Signature=RGDNBt13SXYGkAOWhVHXdcYSDpTTWv4qltPKoaTknzmBOzIn06NtnfDH~ijjW4g6bLW8XwVM7XxXwxyF5NY2I8xU6BSB2XY3Fg5Fo~l~JqixydBQ4~cevQ9xXHaAsE6KMVATOUbcMCjT44IjhA3iOIsqZJFoDzsSemhO5EyxGKREeQP7SrD~9vnSfCyKEiGP3g8NTc0YDwKLZ1nTx~17v85TPC00tbpEt8M9Kc0-PWaMXYHhCpAg02HRttyMdtsCc38gCl~6pLbqqZ06BB-eronUUBadSFHQUaM5ctH06b3mqpP4shAUbvaLkscxFGiDElJPsvpPt00LWdIw4yrxKg__\u0026Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing"},{"id":5745,"name":"Social Capital","url":"https://www.academia.edu/Documents/in/Social_Capital"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management"},{"id":98888,"name":"Value Creation","url":"https://www.academia.edu/Documents/in/Value_Creation"},{"id":681751,"name":"Academy of Management Review","url":"https://www.academia.edu/Documents/in/Academy_of_Management_Review"}],"urls":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") if (true) { Aedu.setUpFigureCarousel('profile-work-2203473-figures'); } }); </script> <div class="js-work-strip profile--work_container" data-work-id="2203472"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/2203472/Can_schools_be_communities_The_tension_between_shared_values_and_inclusion"><img alt="Research paper thumbnail of Can schools be communities? The tension between shared values and inclusion" class="work-thumbnail" src="https://attachments.academia-assets.com/30254010/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/2203472/Can_schools_be_communities_The_tension_between_shared_values_and_inclusion">Can schools be communities? The tension between shared values and inclusion</a></div><div class="wp-workCard_item"><span>Educational Administration Quarterly</span><span>, Jan 1, 1999</span></div><div class="wp-workCard_item"><span class="js-work-more-abstract-truncated">This article considers a central dilemma associated with school communities, the tension between ...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">This article considers a central dilemma associated with school communities, the tension between the need for shared values that are constitutive enough to serve as the basis for community and the premises of liberal inclusiveness. The author evaluates 3 candidates for school-community values-comprehensive doctrines, caring, and democracy-and concludes that, if a value is a constitutive one, then it cannot be consistent with liberal inclusiveness. He suggests a middle ground based in variants of these values that are thick, but vague, and more freedom of association within the public school system around these values.</span></div><div class="wp-workCard_item"><div class="carousel-container carousel-container--sm" id="profile-work-2203472-figures"><div class="prev-slide-container js-prev-button-container"><button aria-label="Previous" class="carousel-navigation-button js-profile-work-2203472-figures-prev"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">arrow_back_ios</span></button></div><div class="slides-container js-slides-container"><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/11929744/table-1-there-are-also-degrees-of-freedom-of-association"><img alt="There are also degrees of freedom of association. Moreover, we can ac- commodate some forms of free association within the scope of public institu- tions. We might then claim that there is a sliding scale of the constitutiveness of values and that this sliding scale can be recognized and accommodated through a sliding scale of freedom of association. To oversimplify, suppose we claim that there are three degrees of constitutiveness and three degrees of freedom of association. These could be charted as follows: The conceptual tension between constitutive values and liberal inclusive- ness does not inevitably lead to the conclusions that if we want schools to be real communities, we will have to privatize schooling and that if we are unwilling to privatize schooling, we will have to accept public schools that are unlikely to be communities. We might instead explore the potential of the middle ground. We can build more free association and hence more space for constitutive values into public schools and public space. We can emphasize constitutive values that are thick, but vague. If we do, we can affirm those public values such as tolerance and avoid some of the pitfalls of more aggres- sive forms of privatization. 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Shapiro, Blair H. Sheppard, and Lisa Cheraskin While t...</span><a class="js-work-more-abstract" data-broccoli-component="work_strip.more_abstract" data-click-track="profile-work-strip-more-abstract" href="javascript:;"><span> more </span><span><i class="fa fa-caret-down"></i></span></a><span class="js-work-more-abstract-untruncated hidden">In Theory Business on a Handshake Debra L. Shapiro, Blair H. 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Sheppard, and Lisa Cheraskin While there is litde dispute over the importance of trust in a marriage -- or any personal relationship, for that matter q the role of trust in business relation-ships evokes controversy. ...","owner":{"id":2816790,"first_name":"Krishna","middle_initials":null,"last_name":"Gupta","page_name":"KrishnaGupta","domain_name":"brunel","created_at":"2012-11-27T01:58:28.526-08:00","display_name":"Krishna Gupta","url":"https://brunel.academia.edu/KrishnaGupta"},"attachments":[],"research_interests":[{"id":534,"name":"Law","url":"https://www.academia.edu/Documents/in/Law"},{"id":10419,"name":"Negotiation","url":"https://www.academia.edu/Documents/in/Negotiation"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management"}],"urls":[]}, dispatcherData: dispatcherData }); $(this).data('initialized', true); } }); $a.trackClickSource(".js-work-strip-work-link", "profile_work_strip") if (false) { Aedu.setUpFigureCarousel('profile-work-2203470-figures'); } }); </script> <div class="js-work-strip profile--work_container" data-work-id="2203469"><div class="profile--work_thumbnail hidden-xs"><a class="js-work-strip-work-link" data-click-track="profile-work-strip-thumbnail" href="https://www.academia.edu/2203469/The_link_between_competitive_advantage_and_corporate_social_responsibility"><img alt="Research paper thumbnail of The link between competitive advantage and corporate social responsibility" class="work-thumbnail" src="https://attachments.academia-assets.com/30254012/thumbnails/1.jpg" /></a></div><div class="wp-workCard wp-workCard_itemContainer"><div class="wp-workCard_item wp-workCard--title"><a class="js-work-strip-work-link text-gray-darker" data-click-track="profile-work-strip-title" href="https://www.academia.edu/2203469/The_link_between_competitive_advantage_and_corporate_social_responsibility">The link between competitive advantage and corporate social responsibility</a></div><div class="wp-workCard_item"><span>Harvard business review</span><span>, Jan 1, 2006</span></div><div class="wp-workCard_item"><div class="carousel-container carousel-container--sm" id="profile-work-2203469-figures"><div class="prev-slide-container js-prev-button-container"><button aria-label="Previous" class="carousel-navigation-button js-profile-work-2203469-figures-prev"><span class="material-symbols-outlined" style="font-size: 24px" translate="no">arrow_back_ios</span></button></div><div class="slides-container js-slides-container"><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2145328/figure-1-the-value-chain-depicts-all-the-activities-company"><img alt="The value chain depicts all the activities a company engages in while doing business. It can be used as a framework to identify the positive and negative social impact of those activities. These “inside-out” linkages may range from hiring and layoff policies to greenhouse gas emissions, as the partial list of examples illustrated here demonstrates. " class="figure-slide-image" src="https://figures.academia-assets.com/30254012/figure_001.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/2145330/figure-2-in-addition-to-understanding-the-social"><img alt="In addition to understanding the social ramifications of the value chain, effective CSR requires an understanding of the social dimensions of the company’s competitive context-the “outside-in” linkages that affect its ability to improve pro: ductivity and execute strategy. These can be understood using the diamond framework, which shows how the condi: tions at a company’s locations (such as transportation infrastructure and honestly enforced regulatory policy) affect its ability to compete. 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The graphic below depicts some areas where the connections are strongest. " class="figure-slide-image" src="https://figures.academia-assets.com/30254009/figure_003.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/30912899/figure-2-but-there-are-unmistakable-signs-of-change-efforts"><img alt="But there are unmistakable signs of change. Efforts to minimize pollution were once thought to inevitably increase business costs—and to occur only because of regulation and taxes. Today there is a growing consensus that major improvements in environmental performance can often be achieved with better technology at nominal incremental cost and can even yield net cost savings through enhanced resource utilization, process efficiency, and quality. " class="figure-slide-image" src="https://figures.academia-assets.com/30254009/figure_002.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/30912883/figure-1-the-capitalist-system-is-under-siege-in-recent"><img alt="The capitalist system is under siege. In recent years business increasingly has been viewed as a major cause of social, environmental, and economic problems. Companies are widely perceived to be prospering at the expense of the broader community. Every firm should look at decisions and opportunities through the lens of shared value. This will lead to new approaches that generate greater innovation and growth for companies—and also greater benefits for society. " class="figure-slide-image" src="https://figures.academia-assets.com/30254009/figure_001.jpg" /></a></figure><figure class="figure-slide-container"><a href="https://www.academia.edu/figures/30912919/figure-4-creating-shared-value-csv-should-supersede"><img alt="Creating shared value (CSV) should supersede corporate social responsibility (CSR) in guiding the investments of companies in their communities. CSR programs focus mostly on reputation and have only a limited connection to the business, making them hard to justify and maintain over the long run. In contrast, CSV is integral to a company’s profitabilit and competitive position. It leverages the unique resources and expertise of the company to create economic value by creating social value. 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