1,722,601 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 textPurpose as a Management Innovation: The Role of External Change Agents in Embedding Corporate Purpose within Organizations
No full textResearch on corporate purpose has assumed that conveying an organization’s purpose is the primary task of leaders. However, this stream of research has downplayed the process of construction of corporate purpose by external change agents, like consulting firms, which can play a key role in embedding of purpose in organizations. In this scenario, purpose becomes a "management innovation" defined as "the invention and implementation of a managerial practice, process, structure or technique that is new compared to the state of the art and intended to promote organizational goals". Through an exploratory, multiple case study
design, we find that external change agents integrate corporate purpose in organizations by performing three main theorization actions: justification, contextualization, and implementation. Respectively for each action, we identify three tensions: tension of expertise, tension of autonomy, and tension of standardization
A Management Innovation Perspective on the Role of External Change Agents in Integrating Corporate Purpose
No full textResearch on corporate purpose has assumed that conveying an organization’s purpose is the primary task of leaders. However, this stream of research has downplayed the process of construction of corporate purpose by external change agents, like consulting firms, which can play a key role in embedding of purpose in organizations. In this scenario, purpose becomes a "management innovation" defined as "the invention and implementation of a managerial practice, process, structure or technique that is new compared to the state of the art and intended to promote organizational goals". Through an exploratory, multiple case study design, we find that external change agents integrate corporate purpose in organizations by performing three main theorization actions: justification, contextualization, and implementation. Respectively for each action, we identify three tensions: tension of expertise, tension of autonomy, and tension of standardizatio
The dynamics of new sharing economy ventures strategies and ecosystem legitimacy: the case of Airbnb
No full textWhile new ventures strive to align with prevailing demand and expectations to gain and maintain legitimacy and successfully overcome the liability of newness, sharing economy ventures face additional legitimacy pressure before and after they achieve scale. Based on an inductive single case study approach, using the example of Airbnb Inc., this study investigates how digital platform‐based ventures navigate the tension between remaining legitimate yet distinctive throughout the organizational lifecycle. Adopting a processual perspective, our findings reveal the strategies used by Airbnb to navigate the temporal dynamics of entering established industries. With a particular focus on the digital platform's efforts to achieve and maintain cognitive and sociopolitical legitimacy, this study aims to enhance knowledge regarding the formation and adjustment of organizational strategy and identity over time. Our proposed model of digital platform development reveals three distinct stages of strategy shifts, including demonstrating a sense of novelty, establishing dominant positioning in a broader market, and competitive differentiation to create value for customers. Furthermore, we show the primary triggers for change and the organizational identity change process in different stages of the organizational lifecycle
Mitigating the dark side of agile teams : Peer pressure, leaders’ control, and the innovative output of agile teams
No full textIncreasingly, organizations have been employing self-managing teams to circumvent bureaucratic controls and stimulate innovation. However, this goal is not easily achieved; in many situations, informal controls replace formal controls. This study develops a multi-level perspective of control. We explicitly analyze control mechanisms at different levels of the organization and how they affect innovative team output. We theorize and empirically investigate a potential downside of horizontal social control mechanisms at the team level (i.e., peer pressure) affecting self-managing teams’ innovative outcomes. We also discuss managerial control mechanisms at the organizational level (i.e., interactive and diagnostic management control systems) that may help to mitigate such negative effects. We theorize how they may influence the innovative output of self-managing teams, both directly and interactively. We chose a multi-level, multi-source setting for our study and ran three parallel surveys with employees in a Fortune 500 firm where 248 team members, 126 internal team leaders, and 97 organizational leaders enabled us to create a unique database of 97 self-managing software development teams. Our findings confirm that peer pressure is common among established agile teams and that it negatively influences the innovative output of the agile teams. Moreover, our findings show that the magnitude of the effect of peer pressure is contingent on control mechanisms at higher levels within the organization. This enables us to provide new theoretical insights regarding the paradoxical effect of managerial control systems when it comes to flat organizations and autonomous teams. Additionally, we provide practical guidelines for managers who increasingly adopt agile practices but at the same time face issues with regard to innovation
Board Background Heterogeneity and Exploration-Exploitation: The Role of the Institutionally Adopted Board Model
No full textBoards of directors are in a position to contribute vital knowledge resources to strategy-making. We propose that the relation between board functional background heterogeneity and exploration-focused versus exploitation-focused strategy is contingent on the extent to which the institutionally adopted board model enables or constrains inclusion of the board's knowledge resources in strategy-making. We empirically juxtapose the Anglo-Saxon (‘one-tier’) and Rhineland (‘two-tier’) board models in the U.K. and Germany, respectively, and find support for our assertion that the influence of board functional background heterogeneity on relative exploration orientation is more pronounced when the adopted board model accommodates inclusion of the board's knowledge resources into strategy-making. Implications for theory and practice are discussed
Boards of directors and organizational ambidexterity in knowledge-intensive firms
Full text linkWe examine the relation between boards of directors’ knowledge heterogeneity and organizational ambidexterity (OA) (i.e. simultaneous exploration and exploitation) in knowledge-intensive firms (KIFs). Although the literature on OA has started to emphasize its antecedents, the role of the board remains unaddressed. This is an important omission, as boards have become increasingly involved in strategy-making. In turn, studies on boards have looked at their influence on either exploration- or exploitation-type strategies. Yet, KIFs particularly need to balance both exploration and exploitation to renew their knowledge base. We draw on knowledge-based perspectives to disentangle the benefits and costs of board knowledge heterogeneity for driving OA in KIFs. Our empirical analysis based on a longitudinal panel of UK pharmaceutical firms provides support for our hypothesized U-shaped relation. Our findings suggest that the benefits of knowledge heterogeneity only outweigh the costs beyond a particular threshold. Overall, our theoretical approach and allied findings advance the literature by introducing boundary conditions to the resource provision role of boards in KIFs. We discuss contributions for organizational learning, strategic leadership, and human resource management. We conclude with implications for theory and practice, as well as key opportunities for future research
Investigating leadership development of faith-based not-for- profit organizations providing aged and community care in Australia
No full textThis paper reports on research in progress that is aimed at strengthening the leadership capacity amongst NFP (not-for-profit) providers in Australias aged and community care sector. The research started in 2010 and is now in its final stages. The paper presents the background to the research including issues of leadership development in NFP organisations
Environmental turbulence and management innovation: How environmental dynamism, complexity and predictability influence the adoption of management innovation by the firm
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