1. How United Nations Global Compact Impacts Business Performance: The Mediating Role of Quality of Life of Employees in an Emerging Market Dr. Satyendra Singh Professor, Marketing and International Business President, Academy of Business and Emerging Markets Editor, International Journal of Business and Emerging Markets University of Winnipeg, Canada s.singh@uwinnipeg.ca www.abem.ca

2. Outline ① Model, Theory and Hypotheses ② Definition, Measurement and Sample ③ Tests, Results and Discussion ④ Contributions: Academic and Managerial 1

3. Model UN Global Compact Human Rights (2) Labor (4) Environment (3) Anti-corruption (1) Business Performance Profitability New product success Employee retention Quality of Life (WHO) Physical (3) Psychological (3) Relationship (2) Environment (4) Source Position Performance Source-position-performance Theory (Day and Wensley, 1988) Central Hypothesis is that UNGC contributes more indirectly than directly to Business Performance Direct path 2, Theory and Hypothesis

4. UN Global Compact (UNGC, 2006) Items Factor Loading t-value Support human rights.7311.76 Human rights abuses.7510.34 Freedom of association.7413.68 Forced labor.7412.34 Abolition of child labor.7309.66 Nondiscrimination employment.7113.24 Environmental challenges.7211.46 Environmental responsibility.7412.36 Environmentally friendly technologies.7309.79 No corruption and bribery.7710.32 Cronbach α =.82, CR =.93, AVE =.51 3 Human Rights Labor Environment Anti-corruption

5. Quality of Life (WHOQOL, 1999) Items Factor Loading t-value Activities of daily living.8011.47 Sleep and rest.7910.65 Work capacity.7809.76 Bodily image and appearance.7710.43 Positive feelings.7809.21 Self-esteem.7611.49 Personal relationships.7712.31 Social support.7311.97 Health and social care.7812.19 Opportunity for acquiring skills.8110.11 Opportunity for recreation.7309.64 Physical environment.7609.23 Cronbach α =.81, CR =.89, AVE =.45 4 Physical Health Psychological Relationship Environment

6. Business Performance (Narver and Slater, 1990) Items Factor loading t-value Profitability.7710.73 New product success.7811.26 Employee retention.7911.86 Cronbach α=.79, CR=.87, AVE=.75 Model Fit Indices  2 (26)=74.32 (p=.001), GFI=.89, AGFI=.85, NFI=.92, RMSEA=.04, NNFI=.91, TLI=.93, GFI=Goodness of Fit Index, AGFI=Adjusted Goodness of Fit Index, NFI=Normed Fit Index, RMSEA=Root Mean Square of Error of Approximation, NNF=Non-normed Fit Index, TLI=Tucker Lewis Index. 5

7. Sample Characteristics Total sample size 107 Manufacturing products41 (38%) Providing services66 (62%) Foreign firms32 (30%) Local firms75 (70%) Sales turnover (<$4m)60 (56%) Sales turnover (>$4m)47 (44%) Employee turnover (<100)64 (59%) Employee turnover (>100)43 (41%) Respondents’ designation (CEO/MD/Proprietor)68 (63%) Respondents’ designate39 (37%) Respondents’ business experience (in years)18.7 Respondents’ international business experience (in years) 13.6 6

8. Correlation Matrix and Descriptive Statistics Variables1234 1 UNGC.71 2 Quality of Life.24.67 3 Business Performance.27.31*.86 4 Firm Size.33*.13.23NA Industry Sector.23.27.23.15 Mean5.36.16.253 Standard Deviation.84.87.858 Diagonal elements represent average variance extracted. Off-diagonal elements represent correlations between latent variables. 7

9. Tests, Results and Discussion UN Global Compact Human Rights (2) Labor (4) Environment (3) Anti-corruption (1) Business Performance Profitability New product success Employee retention Quality of Life (WHO) Physical (3) Psychological (3) Relationship (2) Environment (4) Source Position Performance Unstandardized Structural Coefficients (Hair et al., 2006, p. 868) Total effects =.57 (.19+.29x1.31) Direct effect = 33% (.19/.57), Indirect = 67% The Central hypothesis is supported. 29 * 1.31 *.19 8 * p ≤.05

10. ① Operationalization of the UNGC Scale ② Inclusion of QOL in the integrated model ③ Non-USA setting: Ghana, West Africa ① UNGC leads to a superior BP through QOL (e.g., HP…) ② Access to 8,000 members (source of comp. Adv.) ③ Engage in social issues (economic empowerment) 9 Managerial Contributions Academic Contributions

11. References 1. Day, G. S. and R. Wensley: 1988, 'Marketing Theory with a Strategic Orientation', Journal of Marketing 47(Fall), 79–89. 2. Hair, J.F., Black, W.C., Babin, B.J., Anderson, R.E and Tatham, R.L: 2006, Multivariate Data Analysis. New Jersy: Prentice- Hall. 3. Narver, J. C. and S. F. Slater: 1990, The Effects of a Market Orientation on Business Profitability', Journal of Marketing, 54(4), 20-35. 4. UNGC: 2006, 'United Nations Global Compact -- Impact and progress of the Global Compact’s 105 largest Companies’ www.unglobalcompact.org/NewsAndEvents/news_archives/ 2006_04_26.html. [Accessed March 3, 2014] 5. WHOQOL. World Health Organization: 1999, WHOQOL: Annotated Bibliography (October), Geneva: WHO. 10

12. Thank you for gracing the occasion Satyendra Singh s.singh@uwinnipeg.ca