Gerardo Rivera Ungson’s research while affiliated with University of Oregon and other places

... Besides, much accounting and finance literature emphasizes the role of managers' perceptions and preferences in green innovation efforts and participation in voluntary environmental programs. A strong consensus exists that managers' negative attitudes towards environmental regulations are a great hindrance to firms' environmental progress and green efforts (Rivera Ungson et al. 1985;Cordano et al. 2004). Many recent studies highlighted that voluntary environmental regulations with more flexible tools and lower standard levels will encourage more corporate green innovation. ...

Reference:

How Does Environmental Regulation Affect Corporate Green Innovation: A Comparative Study between Voluntary and Mandatory Environmental Regulations

... On the one hand, large enterprises typically have more resources and the ability to use abatement technologies and reduce abatement costs (Coria and Kyriakopoulou 2018;Dean et al. 2000;Pashigian 1984). On the other hand, due to limited resource, small enterprises may face higher abatement costs (Becker et al. 2013;Birnbaum 1985;Ungson et al. 1985). In addition, research suggests that smaller enterprises lack specialized departments and personnel to deal with regulatory compliance obligations, which may make them suffer more on administrative costs (Becker et al. 2013;Birnbaum 1985;Ungson et al. 1985). ...

Reference:

Who will Spend more Pollution Abatement Costs: does Size Matter?

... Fully meeting the objectives of knowledge management systems (KMS) depends on the development of high-level ICT systems that also support knowledge sustainability, and on the functioning of organisational memory (Walsh and Ungson, 1991). Both conditions require a culture of trust. ...

Reference:

Developing and empirically testing a sustainable knowledge model: using Alkire-Foster construction logic

... Finally, under the rubric of the symbolic approach are theories such as tournament theory, figurehead theory, stewardship theory, crowding-out theory, implicit/psychological contract theory, socially enacted proportionality theory and social comparison theory (Baker et al., 2002;Davis et al., 1997;Donaldson and Davis, 1991;Frey, 1997;Kidder and Buchholtz, 2002;Lazear and Rosen, 1981;O'Reilly et al., 1988;Ungson and Steers, 1984). According to Otten (2007), "the legitimizing arguments (of the symbolic approach) are based on social (or socio-economical), constructed beliefs about executive roles and how pay ought to reflect this" (p. ...

Reference:

Relationship between gray directors and executive compensation in Indian firms

... This study evaluates the impacts of perceived environmental uncertainty and intra-individual goal conflict experienced by SOBs' branch managers on the boundary spanning activities and resource orchestration which they do to improve the performance of their branch offices. Several previous studies on this topic have found a link between perceived environmental uncertainty and boundary spanning activities (Leifer and Huber 1977;Leifer and Delbecq 1978;Schwab et al. 1985;At-Twaijri and Montanari, 1987); between perceived environmental uncertainty and resource orchestration (Ahuja and Chan 2017; Badrinarayanan et al. 2018;Choi et al. 2020;Chen and Tian 2022;Temouri et al. 2022); and between resource orchestration and perceived organizational performance (Wales et al. 2013;Miao et al. 2017;Tuo-Chen and Qiao 2017;Peat and Permann-Graham 2020;Kristoffersen et al. 2021). Furthermore, previous studies only examine the indirect impacts of intra-individual goal conflict on boundary spanning activities (Schotter and Beamish 2011), indirect impacts of intraindividual goal conflict on resource orchestration (Omotosho and Anyigba 2019), and indirect impacts of boundary spanning activities on resource orchestration (Merindol and Versailles 2018). ...

Reference:

The impact of boundary spanning activities and resource orchestration in improving performance of Indonesian state-owned bank branches

... Collectively, this theoretical framework suggests that for a public organisation, and partnership, to survive and continue to provide value to the community, it needs to embrace opportunities and adopt appropriate formal and informal factors (Donaldson, 1995;Meyer and Rowan, 1977;Moore, 1995;Scott, 2004;Van Felius, 2022;Willis and Mastrofski, 2011). In this research, structural contingency theory provides a guide to identifying formal aspects impacting on partnership implementations, such as organisational structure, including the level of centralisation or decentralisation, and policy and procedural frameworks (Donaldson, 2001;Koberg and Ungson, 2016;Maguire, 1997;Mintzberg, 1983;Zhao et al., 2010). Institutional theory assists in exploring informal aspects, such as expectations, beliefs, culture and 'how' things should be done (Ashworth et al., 2009;Scott, 2005). ...

Reference:

Conceptualising and maintaining partnership engagement, what is required? An analysis of three third-party policing partnerships in Australia and the UK