1,720,994 research outputs found
Prevention focus as an overlooked benefactor:An investigation into its role as an antecedent of management team accountability
No full textPrevention focus as an overlooked benefactor:An investigation into its role as an antecedent of management team accountability
No full textIQ, EQ, and Multiple Intelligences:A Brief Review of the Discussion
Full text linkResearch on intelligence has a long history and is one of the most established streams of research within the literature on individual differences. During this time, various conceptualizations and types of intelligence have been proposed, along with different instruments to measure them. In this chapter, we will briefly review intelligence research, with particular attention to general intelligence (IQ), emotional intelligence (EQ), and multiple intelligences. Moreover, we will discuss organizational research that considers the role of different intelligences, especially with respect to job performance. We will also consider ethical issues in intelligence research and propose future research directions. Overall, this chapter considers the role of intelligence in organizational contexts
Bringing Innovation to Management Education: Using the Inquiry-Based Learning Approach for Enhancing the Innovativeness of Management Students
No full textStrategic renewal in the digital age
No full textThis chapter introduces the concept of the Digital Marketing Core and presents an integrative application of the different components of the model, concluding with some managerial takeaways and future research directions. The Digital Marketing Core as a tool for managers to find new strategic opportunities. In the dynamic digital age, constant strategic renewal is a prerequisite, but it presents both opportunities and challenges for organizations. The digital age is characterized by a multitude of channels; like offline versus online, mobile versus desktop or website versus app or social media platform. Technology is the second element in the Digital Marketing Core and should be taken into account, because it is no longer just an enabler of business processes, but increasingly becoming the core of the firm’s business strategy. In particular, technology has become an essential element of firm effectiveness and a source of sustainable competitive advantage
Regulatory focus as a psychological micro-foundation of leaders' exploration and exploitation activities
Full text linkIn recent years, there has been strong interest in leaders' exploration and exploitation activities, especially because of their positive effects on performance. Most prior research in this area has focused on the organizational antecedents of leaders' exploration and exploitation activities, with less consideration given to the psychological precursors. This paper draws upon insights from the behavioral strategy literature to inform our theoretical perspective on leaders' exploration–exploitation activities. In particular, by conceptually linking leaders' regulatory focus and exploration–exploitation, we provide a theoretical framework to explain these activities from a psychological viewpoint. Moreover, we employ two moderator variables to better understand the different properties and boundaries of this framework. All in all, this paper has a number of implications for strategic leadership theory and practice
Management teams' regulatory foci and organizational units' exploratory innovation: The mediating role of coordination mechanisms
Full text linkWe further current understanding about the role of management teams in driving exploratory innovation by proposing that the regulatory focus of an organizational unit's management team is a key antecedent of the unit's level of exploratory innovation, and by clarifying the organizational coordination mechanisms through which this antecedent generates the unit's exploratory innovation. Our results, based on a survey of 748 managers from 69 organizational units of a large multinational semiconductor company, indicate that the promotion focus of a unit's management team relates positively to the unit's exploratory innovation. In contrast, prevention focus has a marginal negative effect. These effects are mediated by the management team's use of decentralization and connectedness. Our research advances theory development regarding the micro-foundations of organizational innovation and increases our understanding of how the views of a unit's management team are reflected in the unit's level of exploratory innovation and therefore impact the unit's chances of survival
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