330 research outputs found
Selected essays of Henk F. Moed
No full textThis part presents a collection of the most important publications by Henk F. Moed. This collection characterises the author as a researcher personality with a broad spectrum of activities and a multifaceted research profile. As Henk Moed has contributed to the advancement of the field in many topics, an overview of the development of his career is, to a considerable extent, also a survey of the research field. We grouped his publications into seven topics in the field at the intersection of bibliometrics, informetrics, science studies and research assessment. The main topics are the following
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
Beyond Adaptation-Selection Research: Organizing Self-Renewal in Co-Evolving Environments
No full textSpecial Research Symposium
BEYOND ADAPTATION VS. SELECTION RESEARCH:
ORGANIZING SELF-RENEWAL IN CO-EVOLVING
ENVIRONMENTS
Guest Editors
Arie Y. Lewin and Henk W. Volberd
Navigating the contested rise of fintech
No full textNavigating fintech disruption means understanding stakeholder complexities as managers decide whether to adopt it — or not
How Consultants Link Purpose as a Management Innovation with Strategy to Renew Organizations
No full textBoard 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
No full textWe 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
IQ, EQ, and Multiple Intelligences:A Brief Review of the Discussion
No full textResearch 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
MANAGEMENT INNOVATION: A JOURNEY INTO THE CORE OF RESEARCH IN MANAGEMENT
No full textAs innovation is considered central to firms’ competitive advantage, innovation research has become a cornerstone of strategic management inquiry. However, the vast majority of research attention is dedicated to understanding how firms can stimulate technological innovation. An emerging (or rather resurrecting) research trend espouses the benefits of management innovation. Management innovation refers to the introduction of management practices, processes and structures that are intended to further organizational goals (Birkinshaw, Hamel and Mol, 2008). The emergent dialogue consists of conceptual work (e.g., Birkinshaw et al., 2008), historical outlines of various management innovations (e.g., Mol and Birkinshaw, 2007) and empirical studies (e.g., Damanpour, Walker and Avellaneda, 2009; Vaccaro, Jansen, Van Den Bosch, and Volberda, 2010)
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