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Yoon J, Jeong Y, Kim M. Shared Leadership, Dynamic Capability, and Effectiveness in Teams: The Case of Korean Firms. JOURNAL OF LEADERSHIP STUDIES 2023. [DOI: 10.1002/jls.21830] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/23/2023]
Affiliation(s)
- Jeongkoo Yoon
- School of Business Ewha Womans University Seoul Republic of Korea
| | - Yejee Jeong
- Interdisciplinary Studies Yuhan University Bucheon City Republic of Korea
| | - Moonjoo Kim
- School of Business Ewha Womans University Seoul Republic of Korea
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2
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Alo O. The role of ambidextrous leadership in developing team-level ambidexterity: Exploring the supporting roles of reflective conversations and ambidextrous HRM. AFRICA JOURNAL OF MANAGEMENT 2023. [DOI: 10.1080/23322373.2022.2155122] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/23/2023]
Affiliation(s)
- Obinna Alo
- Edge Hill University Business School, Edge Hill University, St Helen’s Road, Ormskirk L39 4QP, United Kingdom
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3
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Liu L, Wan Z, Wang L. Cross-level research on the impact of self-serving leadership on employee innovation behavior: The roles of workplace anxiety and team psychological safety. Front Psychol 2023; 13:1069022. [PMID: 36710797 PMCID: PMC9879324 DOI: 10.3389/fpsyg.2022.1069022] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 10/13/2022] [Accepted: 11/30/2022] [Indexed: 01/13/2023] Open
Abstract
Employee innovative behavior is significant in maintaining an organization's sustainable development. This study explored the impact of team psychological safety and workplace anxiety on the association between self-serving leadership and employee innovation behavior by synthesizing social information processing theory, conservation of resources theory, and ego depletion theory. We conducted a hierarchical linear model analysis using three-wave paired data collected from 86 leaders and 392 employees. The research results showed that self-serving leadership is negatively correlated with employee innovation behavior. Meanwhile, team psychological safety and workplace anxiety mediated this relationship. In addition, team psychological safety mitigates the impact of workplace anxiety on employee innovation behavior and the indirect impact of self-serving leadership on employee innovation behavior via workplace anxiety. These findings have a number of theoretical and practical implications in the domains of self-serving leadership and employee innovation behavior.
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Affiliation(s)
- Liangcan Liu
- School of Business Administration, Guizhou University of Finance and Economics, Guiyang, China
| | - Zhitao Wan
- School of Business Administration, Guizhou University of Finance and Economics, Guiyang, China,*Correspondence: Zhitao Wan ✉
| | - Li Wang
- School of Economics and Finance, Guizhou University of Commerce, Guiyang, China
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4
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Abdullah HO, Atshan N, Al-Abrrow H, Alnoor A, Valeri M, Erkol Bayram G. Leadership styles and sustainable organizational energy in family business: modeling non-compensatory and nonlinear relationships. JOURNAL OF FAMILY BUSINESS MANAGEMENT 2022. [DOI: 10.1108/jfbm-09-2022-0113] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/15/2022]
Abstract
PurposeThis study aims to understand the impact of leadership styles on the sustainability of organizational energy, using the mediator role of organizational ambidexterity in family firms in Malaysia. To this end, dual-stage Structural Equation Modeling (SEM) and Artificial Neural Networks (ANN) were adopted to determine the leadership style of family firms in Malaysia.Design/methodology/approachAn exploratory design (i.e. questionnaire) was used to collect data from 528 workers in the family firms in Malaysia.FindingsAccording to the results, leadership styles and long-term organizational energy have a positive and significant relationship. Furthermore, organizational ambidexterity mediates the relationship between leadership styles and organizational energy sustainability. On the other hand, based on nonlinear and compensatory relationships, the ANN method predicted a bureaucratic leadership style typical in Malaysian family businesses. The results of this study indicate transformational, transactional and bureaucratic leadership styles affect sustainable organizational energy. Besides, organizational ambidexterity fully mediates the relationship between leadership styles and sustainable organizational energy. On the other hand, the results of non-compensatory relationships revealed organizational ambidexterity is the most determinant of sustainable organizational energy, followed by bureaucratic leadership. As a result, leadership styles encourage human resources to perform tasks with energy and vitality. In family businesses, bureaucratic leadership increases job immersion and positive motivations toward work challenges.Research limitations/implicationsFrom a practitioner's perspective, leaders and practitioners must encourage creativity and idea generation to give members sufficient strength to work and focus on goals that support building sustainable organizational energy. A family business is a type of capitalism that significantly impacts employees. The family-owned businesses surveyed by first-generation families lack subsidiaries and are ingrained in a paternalistic culture that offers employees greater security at a lower wage. Although there are few details, the study sample size is small and has limitations. This study suggests that understanding the leadership styles on sustainable organizational energy and using the mediator role of organizational ambidexterity in the family business has immense value. Characteristics such as transformational, transactional and bureaucratic leadership styles have a significant role in sustainable organizational energy. Also, organizational ambidexterity is the mediator for the relationship between leadership styles and sustainable organizational energy.Originality/valueThis study sheds light on the effect of leadership styles on sustainable organizational energy through organizational ambidexterity in family firms. In this context, the novelty of this study includes two perceptions. The first explored the impact of exploration and exploitation on sustainable organizational energy. The second investigates linear and nonlinear relationships to predict sustainable organizational energy determinants.
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Boemelburg R, Berger S, Jansen JJP, Bruch H. Regulatory focus climate, organizational structure, and employee ambidexterity: An interactive multilevel model. HUMAN RESOURCE MANAGEMENT 2022. [DOI: 10.1002/hrm.22155] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/03/2022]
Affiliation(s)
- Raphael Boemelburg
- Institute of Technology Management University of St. Gallen St. Gallen Switzerland
| | - Stefan Berger
- Department for HRM & OB University of Groningen Groningen The Netherlands
| | - Justin J. P. Jansen
- Rotterdam School of Management Erasmus University Rotterdam Rotterdam The Netherlands
| | - Heike Bruch
- Institute for Leadership and Human Resource Management University of St. Gallen St. Gallen Switzerland
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Lundqvist D, Wallo A, Coetzer A, Kock H. Leadership and Learning at Work: A Systematic Literature Review of Learning-oriented Leadership. JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES 2022. [DOI: 10.1177/15480518221133970] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Contemporary organizations must be adaptive and agile as the environment changes. To respond to change, leaders must find ways of integrating learning into everyday work experiences. This invites the question: how do leaders facilitate individual, group and organizational learning? Several studies have examined relationships among leadership and learning and potential mediating and moderating variables. However, because this literature is extensive and fragmented it is difficult to discern what is known about how leadership contributes to individual, group and organizational learning. Accordingly, there is a pressing need to assemble and evaluate the existing studies. To address this limitation of the literature, this paper presents a systematic review and critique of literature in this field. Our review of 105 studies suggests that there are statistically significant relationships between different types of leadership and learning at the individual, group, and organizational levels. Furthermore, the findings indicate that these relationships are often mediated by other variables. However, little is known about moderators and boundary conditions. Based on the findings, it would be premature to say with certainty that leadership causally influences learning, since the empirical basis for such a claim is lacking. We outline the conceptual, theoretical, methodological, and empirical refinements needed to guide future research on learning-oriented leadership and advance this research trajectory. The findings of our review and our conclusions will be informative for researchers and practitioners.
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Affiliation(s)
- Daniel Lundqvist
- Linköping University, HELIX Competence Centre, Linköping, Sweden
| | - Andreas Wallo
- Linköping University, HELIX Competence Centre, Linköping, Sweden
| | - Alan Coetzer
- University of Southern Queensland, Toowoomba, Queensland, Australia
| | - Henrik Kock
- Linköping University, HELIX Competence Centre, Linköping, Sweden
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Antonio T, Indrianto ATL, Padmawidjaja L. In search of mediators of leadership behavior to Team Creativity in Team Start-ups. Front Psychol 2022; 13:951603. [PMID: 36267075 PMCID: PMC9578004 DOI: 10.3389/fpsyg.2022.951603] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/24/2022] [Accepted: 08/19/2022] [Indexed: 11/18/2022] Open
Abstract
Creativity is believed as the first step to innovation, especially in a team or workgroup in an organization. Team Creativity will lead to several innovations in a team, such as product and process innovation. Team leaders play a significant role in embracing Team Creativity. Our study investigates the mediator variables to foster the impact of leadership behavior on Team Creativity in Team Start-up. Earlier research shows that two value-based leadership styles, Transformational and Servant Leadership, significantly affect a team's creativity. We proposed two mediators of leadership behavior to foster Team Creativity: Team Climate and Team Ambidexterity. The sample is early Team Start-ups in several cities in Indonesia, run and led by young people. It is empirical cross-sectional quantitative research with more than 434 participants aggregated into 145 teams. The result shows that Team Climate and Team Ambidexterity are good mediators of Servant and Transformational Leadership behavior to Team Creativity in Team Start-ups. The two variables maximize the impact of leadership behavior on Team Creativity.
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Leadership styles and safety culture – a meta-analytic study. INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS 2022. [DOI: 10.1108/ijoa-02-2022-3166] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This study aims to quantitatively review previous empirical studies on leadership style and safety culture using meta-analysis and identify the most influential leadership style across organizations. Further, the moderating effect of riskiness in the organizational process on the relationship between leadership style and safety culture was also done.
Design/methodology/approach
The authors conducted a systematic literature review and applied meta-analysis based on 24 empirical studies to calculate the effect size for the relationships between leadership style and safety culture.
Findings
A substantial effect size between leadership style and safety culture (r = 0.50). It was interesting to note the significant relationship between leadership and safety culture, irrespective of high- and low-risk organizations. Moreover, empowering leadership style (r = 0.60) emerged as the most influential leadership style across all organizations and in high-risk organizations.
Originality/value
The meta-analysis established leadership as an essential antecedent of safety culture and suggests implications for future research and practice related to safety and leadership.
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Eng TY, Mohsen K, Wu LC. Wireless information technology competency and transformational leadership in supply chain management: implications for innovative capability. INFORMATION TECHNOLOGY & PEOPLE 2022. [DOI: 10.1108/itp-06-2021-0489] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe present study conceptualizes and examines the interplay of transformational leadership, ambidexterity and wireless information technology (IT) competency for enhancing innovative capability.Design/methodology/approachDrawing primarily on the knowledge-based and dynamic capabilities view theory, the present study explored supply chains of a large global apparel company and their effect on innovative capability through a mixed methods approach.FindingsThe results show that transformational leaders strongly influence the development of ambidexterity and enhance radical innovative capability through wireless IT competency.Research limitations/implicationsThe results of this study suggest that supply chain integration through transformational leadership and wireless IT competency can promote simultaneous exploration and exploitation to enhance innovation.Practical implicationsThe growth of cloud and/or virtual supply chains facilitated by digital wireless communications and Internet technology is advancing logistics and supply chain innovations. With increasing global competition, digitalized supply chains and ever-growing environmental uncertainty, leadership traits, especially transformational leadership and ambidextrous leaders, can be major contributing factors for successful development of wireless IT competency to support innovative capability.Originality/valueWireless IT competency facilitates knowledge integration particularly for combining prior internal knowledge of exploitative innovation with new external knowledge to develop explorative innovation.
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Jurado-Salgado JI, Naranjo-Valencia JC, Osorio-Londoño AA. Incidence of exploration and exploitation capabilities in innovation: the role of cultural factors. INNOVATION-ORGANIZATION & MANAGEMENT 2022. [DOI: 10.1080/14479338.2022.2055042] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/21/2023]
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11
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Bansal A, King DR, Meglio O. Acquisitions as programs: The role of sensemaking and sensegiving. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2022. [DOI: 10.1016/j.ijproman.2022.03.006] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
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12
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Learning climate and innovative creative performance: Exploring the multi-level mediating mechanism of team psychological capital and work engagement. CURRENT PSYCHOLOGY 2022. [DOI: 10.1007/s12144-021-02617-3] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/25/2022]
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13
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Dean BP. Developing and Leading Ambidextrous Teams: A Team-Centric Framework of Ambidexterity in Volatile Environments. JOURNAL OF CHANGE MANAGEMENT 2021. [DOI: 10.1080/14697017.2021.2013297] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
Affiliation(s)
- Benjamin P. Dean
- Tommy and Victoria Baker School of Business, The Citadel, Charleston, SC, USA
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Ren D, Xu H. Influence of entrepreneurial ambidextrous leadership on ambidextrous innovation: An integrated model construction of ‘cognitive/affective’ composite perspective in Chinese context. HUMAN SYSTEMS MANAGEMENT 2021. [DOI: 10.3233/hsm-210004] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
BACKGROUND: China’s 14th Five-Year Plan for National Economic and Social Development and the Long-Range Objectives Through the Year 2035 clearly points out that it is necessary to implement innovation driven strategy, promote enterprise technological innovation, and better play the important role of entrepreneurs in enterprise technological innovation. Therefore, it is of great significance to explore the impact of entrepreneurial leadership on enterprises’ technological innovation. OBJECTIVE: From the perspective of technological innovation stream, we divide ambidextrous innovation into mainstream innovation and new stream innovation. Integrating ambidexterity theory, innovation streams theory and cognitive affective personality system theory (CAPS), we explore the mediating mechanism of entrepreneurial ambidextrous leadership on ambidextrous innovation from cognitive path, affective path and cognitive-affective compound path. METHODS: Based on the data collected from 254 top managers in 12 provinces in China, we conducted descriptive statistical analysis, reliability and validity analysis, regression analysis and bootstrap mediating effect test on the sample data. RESULTS: Our empirical results revealed that: 1) entrepreneurial ambidextrous leadership positively related with the ambidextrous innovation; 2) organizational paradoxical cognition plays a partly mediating role between ambidextrous leadership and ambidextrous innovation; 3) organizational affective conflict plays a partly mediating role between ambidextrous leadership and ambidextrous innovation; 4) organizational paradoxical cognition negatively related with organizational affective conflict; 5) organizational paradoxical cognition and organizational affective conflict play a chain mediating role between entrepreneurial ambidextrous leadership and ambidextrous innovation. CONCLUSIONS: Combined with the cognitive affective personality system theory, our research explores the mediating mechanism of entrepreneurial ambidextrous leadership on ambidextrous innovation from cognitive path and affective path and “cognitive-affective” compound path, which not only have great theoretical contributions, but also have important significance in enterprise management practice.
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Affiliation(s)
- Dashuai Ren
- School of Economics and Management, Fuzhou University, Fuzhou, China
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Aalbers RHL, McCarthy K, Huisman M, Roettger J. Moving motives: How past and present strategy influence the market. PLoS One 2021; 16:e0259660. [PMID: 34879073 PMCID: PMC8654236 DOI: 10.1371/journal.pone.0259660] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Grants] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 04/09/2021] [Accepted: 10/22/2021] [Indexed: 11/19/2022] Open
Abstract
We investigate the market's reactions to serial acquirers that switch strategy. We collect data on 204 serial acquirers in four high tech industries, and use March's explore-exploit framework, to classify these firms' 1,415 acquisitions. We then distinguish, for example, exploration-based acquisitions, conducted after a series of exploitation-based acquisitions. Our results suggest that the market takes a portfolio perspective when reacting to an acquisition. In support of the ambidexterity literature, we show that the market responds positively to a switch from one type of strategy to another. Zooming in on the direction of the shift, we find that the market responds more positively to a switch towards exploration after exploitation, compared with the alternative. In so doing, we contribute to the literature on acquisition motives, by showing that prior announcements matter in explaining market reactions, and we contribute to the literature on ambidexterity, by showing that the market favours firms that oscillate between exploration and exploitation.
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Affiliation(s)
- Rick H. L. Aalbers
- Strategy and Innovation, Centre for Organization Restructuring, Radboud University Institute for Management Research, Nijmegen, The Netherlands
| | - Killian McCarthy
- Strategy and Innovation Management, Centre for Organization Restructuring, University of Groningen Faculty of Economics and Business, Groningen, The Netherlands
| | | | - Jonas Roettger
- Centre for Organization Restructuring, Radboud University Institute for Management Research, Nijmegen, The Netherlands
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van Neerijnen P, Figge P, Tempelaar MP, Schippers M. Ambidexterity: Size matters! Reflexive climate and organizational TMS’s influence and the contingent effect of size. JOURNAL OF SMALL BUSINESS MANAGEMENT 2021. [DOI: 10.1080/00472778.2021.1981917] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
Affiliation(s)
| | - Patrick Figge
- School of Business, Economics, and Information Systems, University of Passau, Germany
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Antecedents enabling team ambidexterity: moving beyond mere microfoundation. INTERNATIONAL JOURNAL OF PRODUCTIVITY AND PERFORMANCE MANAGEMENT 2021. [DOI: 10.1108/ijppm-01-2021-0003] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Ambidexterity in teams represents powerful dynamic capabilities for innovation and adaptation in rapidly changing environments. This study focused on the emerging concept of team ambidexterity. Primary purposes were to consolidate emerging research on ambidexterity within teams and to synthesise antecedent inputs.
Design/methodology/approach
This study applied a systematic content-based review method to collect articles relevant to enabling ambidexterity within teams. The study integrated relevant studies on ambidexterity and on teams and teamwork. It analysed content through theoretical frameworks of ambidexterity and dynamic capabilities.
Findings
Team ambidexterity constitutes a distinct and increasingly important organisational concept beyond just supporting firm-level ambidexterity. Team ambidexterity depends on inputs that can include ambidexterity's multilevel, generic mechanisms and additional team-centric inputs specially characterising teams.
Practical implications
Organisational leaders need insights into the valuable potential of ambidextrous teams that can increase innovation and enable successful adaptation at an operational level for longterm survival and competitive advantage in volatile environments. The study highlights the essential inputs for designing and equipping ambidextrous teams.
Originality/value
Team ambidexterity research is growing, but so far it has mostly addressed team ambidexterity as a microfoundation supporting firm-level ambidexterity. Existing studies have remained mostly disparate and unorganized. This study appears unique in having identified and synthesised studies most relevant to developing ambidexterity within teams. The study articulated a more comprehensive understanding of team ambidexterity, derived a novel set of team-centric inputs and analysed ambidexterity as dynamic capabilities at operational unit level.
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Popa S, Soto-Acosta P, Palacios-Marqués D. A discriminant analysis of high and low-innovative firms: the role of IT, human resources, innovation strategy, intellectual capital and environmental dynamism. JOURNAL OF KNOWLEDGE MANAGEMENT 2021. [DOI: 10.1108/jkm-04-2021-0272] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This paper aims to examine the effect of technological, organizational and environmental factors on the level of innovation outcomes in manufacturing small- and medium-sized enterprises (SMEs).
Design/methodology/approach
Drawing on the technology-organization-environment theory this paper conducts a discriminant analysis of firms’ innovation level based on a data set of manufacturing SMEs.
Findings
The results show that low- and high-innovative firms can be distinguished in terms of information technology (IT) knowledge and infrastructure, commitment-based human resources (HR) selection practices, exploitative innovation and organizational capital.
Practical implications
The study findings support the idea that innovation is a complex phenomenon explained by multiple factors. As a consequence, firms need to devote extra efforts to develop IT knowledge and infrastructure, commitment-based HR selection practices and organizational capital because these are crucial for obtaining greater innovation outcomes. In addition, the identification of exploitative innovation as a strong discriminant variable highlights that the most effective way to be a highly innovative SME is through incremental innovation, which permits the firm to capitalize as much as possible on previous exploratory efforts.
Originality/value
Although many studies have highlighted that innovation is more challenging for SMEs than for their larger counterparts, the vast majority of studies has been conducted in large companies. This paper extends prior literature by analyzing the discriminant variables that may distinguish between low- and high-innovative manufacturing SMEs.
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The Venture Firm’s Ambidexterity: Do Transformational Leaders Boost Organizational Learning for Venture Growth? SUSTAINABILITY 2021. [DOI: 10.3390/su13158126] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/23/2022]
Abstract
Having experienced the turbulent change in corporate value rankings over the past 20 years, companies are paying attention to their reorganization to quickly recognize changes and proactively adapt to these changes for survival. This study examines the relationships and intervening ambidexterity mechanisms between CEOs’ leadership style and employees’ learning agility. Using multilevel regression, we analyze hypotheses on a sample of 102 participating CEOs and 236 employees. Results reveal that the ambidextrous organization, which pursues the current organizational development while constantly adapting to changing environments, plays a role as a partial mediator between transformational leadership and members’ learning agility. These results explain that to increase the organization’s agility, a systematic organizational structure system that stimulates members’ motives and simultaneously pursues utilization and exploration must be established through clear goals and appropriate stimuli even in an uncertain environment. Our finding contributes to an understanding of how the CEO’s leadership style affects employees’ learning agility in ventures and to what extent the contextual ambidextrous structure influences the relationship.
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Savović S, Babić V. Impact of behaviour factors on acquisition performance: mediating role of speed of post-acquisition change. JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT 2021. [DOI: 10.1108/jocm-02-2020-0056] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe purpose of this paper is to increase understanding of the influence of behaviour factors (corporate cultural differences and transformational leadership) on acquisition performance, through the mediating role of speed of post-acquisition change (as a process factor), in the specific context of a transitional economy.Design/methodology/approachA model was tested on a sample of acquisitions in Serbia carried out by domestic and European companies. In total, 208 valid questionnaires were collected from 10 acquired companies. Linear regression analysis was used to test the research hypotheses. To test the mediator hypothesis, Baron and Kenny's (1986) procedure was used. Statistical significance of indirect or mediated effect was calculated with Statistical Product and Service Solutions (SPSS) macro provided by Preacher and Hayes (2004).FindingsMediator analysis shows that corporate cultural differences and transformational leadership have direct and indirect impacts on acquisition performance.Practical implicationsThe results may be significant for managers involved in the processes of acquisitions, in terms of helping them to make appropriate decisions in different phases of an acquisition process, so as to obtain sufficient levels of employee commitment and trust to improve acquisition performance.Originality/valueThis research contributes to a better understanding of the relationships between behaviour factors and acquisition performance. In particular, no research into the speed of post-acquisition changes as a mediator variable between behaviour factors and acquisition performance has previously been conducted, to the best of the authors' knowledge. Thus, this research offers a unique understanding in the transitional economy context of Serbia.
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Del Giudice M, Scuotto V, Ballestra LV, Pironti M. Humanoid robot adoption and labour productivity: a perspective on ambidextrous product innovation routines. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2021. [DOI: 10.1080/09585192.2021.1897643] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
Affiliation(s)
- Manlio Del Giudice
- University of Rome “Link Campus University”, Rome, Italy
- Paris School of Business, National Research University Higher School of Economics, Paris, France
- National Research University Higher School of Economics (HSE), Moscow, Russian Federation
| | - Veronica Scuotto
- Research Center, Pôle Universitaire Léonard de Vinci, Paris La Défense, France
- Department of Management, University of Turin, Torino, Italy
| | - Luca Vincenzo Ballestra
- Department of Statistical Sciences "Paolo Fortunati", Alma Mater Studiorum University of Bologna, Bologna, Italy
| | - Marco Pironti
- ICxT Innovation Interdepartmental Center, University of Turin, Turin, Italy
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Wang Y, Chen Y, Zhu Y. Promoting Innovative Behavior in Employees: The Mechanism of Leader Psychological Capital. Front Psychol 2021; 11:598090. [PMID: 33510678 PMCID: PMC7835524 DOI: 10.3389/fpsyg.2020.598090] [Citation(s) in RCA: 9] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 08/23/2020] [Accepted: 12/07/2020] [Indexed: 01/19/2023] Open
Abstract
The study reported in this paper analyzed the influence of leader psychological capital (PsyCap) on employees’ innovative behavior and the roles of psychological safety and growth need strength (GNS) in this process within the context of positive psychology theory and conservation of resources theory. Three stages of questionnaire surveys were administered to 81 enterprise leaders and their 342 direct subordinates in South China to test our theoretical model. The results showed that leader PsyCap had significant and positive effects on employee innovative behavior, psychological safety had a partially mediating effect, and GNS positively moderated the relationship between psychological safety and innovative behavior. The results revealed the mechanism of PsyCap and external boundary conditions of the influence of leader PsyCap on employee innovative behavior. The study expands the research results of leader PsyCap theory and also provides guidance on how enterprises manage employees’ innovative behavior.
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Affiliation(s)
- Yanfei Wang
- School of Business Administration, South China University of Technology, Guangzhou, China
| | - Yi Chen
- School of Business Administration, South China University of Technology, Guangzhou, China.,Xingjian College of Science and Liberal Arts, Guangxi University, Nanning, China
| | - Yu Zhu
- School of Management, Jinan University, Guangzhou, China
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Chiu C(C, Lin H, Ostroff C. Fostering team learning orientation magnitude and strength: Roles of transformational leadership, team personality heterogeneity, and behavioural integration. JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY 2020. [DOI: 10.1111/joop.12333] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/11/2022]
Affiliation(s)
- Chia‐Yen (Chad) Chiu
- Centre for Workplace Excellence UniSA Business University of South Australia Adelaide Australia
| | - Hao‐Chieh Lin
- Department of Business Management College of Management National Sun Yat‐sen University Kaohsiung City Taiwan
| | - Cheri Ostroff
- Centre for Workplace Excellence UniSA Business University of South Australia Adelaide Australia
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Rigotti T, Korek S, Otto K. Career-related self-efficacy, its antecedents and relationship to subjective career success in a cross-lagged panel study. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2020. [DOI: 10.1080/09585192.2018.1460858] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/17/2022]
Affiliation(s)
- Thomas Rigotti
- Work, Organizational and Business Psychology, Johannes Gutenberg-Universität Mainz , Mainz, Germany
| | - Sabine Korek
- Work and Organizational Psychology, University of Leipzig , Leipzig, Germany
| | - Kathleen Otto
- Faculty of Psychology, Work and Organizational Psychology, Philipps University of Marburg , Marburg, Germany
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Examining How Ambidextrous Leadership Relates to Affective Commitment and Workplace Deviance Behavior of Employees: The Moderating Role of Supervisor-Subordinate Exchange Guanxi. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2020; 17:ijerph17155500. [PMID: 32751465 PMCID: PMC7432647 DOI: 10.3390/ijerph17155500] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 05/04/2020] [Revised: 07/27/2020] [Accepted: 07/28/2020] [Indexed: 11/17/2022]
Abstract
How to regulate employee conduct and engage them in high performance works actively and continuously has always been the important topic for organizations. Based on affective events theory and social exchange theory, a moderated mediating model was constructed with the affective commitment as mediator and the supervisor-subordinate exchange guanxi as moderator. Regression analyses and conditional indirect effects were tested by SPSS and PROCESS with 374 matched supervisor-subordinate pairs. The paper explores the moderated mechanism of supervisor-subordinate guanxi to the chain of "ambidextrous leadership-employee's affective commitment-workplace deviance behavior." The results showed that the affective commitment mediated the effect between ambidextrous leadership and employees' workplace deviance behavior, and supervisor-subordinate exchange guanxi moderated the relationship between ambidextrous leadership and employees' workplace deviance behavior but also moderated the mediating effect of affective commitment. The results have significances to improve human resource management practices and reduce the workplace deviance behavior of employees.
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Reconciling temporal conflicts in innovation ambidexterity: the role of TMT temporal leadership. JOURNAL OF KNOWLEDGE MANAGEMENT 2020. [DOI: 10.1108/jkm-10-2019-0555] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This study aims to extend the temporal perspective on ambidexterity by investigating how and under what conditions top management team (TMT) temporal leadership improves innovation ambidexterity.
Design/methodology/approach
Using a questionnaire survey, data were collected from 165 small- and medium-sized enterprises in China. Ordinary least squares regression models were applied to test the hypotheses.
Findings
The findings show that TMT temporal leadership has a positive effect on innovation ambidexterity and temporal conflict mediates this relationship. Market dynamism and institutional support moderate the indirect effect of TMT temporal leadership on innovation ambidexterity.
Practical implications
Managers wishing to promote exploration and exploitation simultaneously should pay attention to the temporal aspects of their innovation strategy and improve their temporal leadership activities.
Originality/value
This study highlights the temporal conflicts in ambidexterity and clarifies the enabling role of TMT temporal leadership. It contributes new insights to the research on organizational ambidexterity and strategic leadership.
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Do TT, Mai NK. Review of empirical research on leadership and organizational learning. JOURNAL OF KNOWLEDGE MANAGEMENT 2020. [DOI: 10.1108/jkm-01-2020-0046] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
This paper aims to investigate how the relationships between different leadership approaches and organizational learning have been examined in the literature, from which future research areas can be recommended.
Design/methodology/approach
This systematic literature review applies matrix method to examine major literature in leadership and organizational learning. A total of 57 peer-reviewed English publications from 45 journals were selected and analyzed.
Findings
The synthesis of these empirical studies revealed as follows: the relationship between leadership and organizational learning has been mostly quantitatively investigated in many countries and sectors; multiple leadership styles have been identified to ameliorate processes, levels and capabilities of organizational learning and transformational leadership still remains the most commonly used style; there are mediating mechanism and boundary conditions in the relationship between leadership and organizational learning.
Research limitations/implications
The literature search in this study was mainly focused on English articles only; therefore, some papers in other languages may have not been included.
Practical implications
This review offers an overall picture of the existing knowledge of organizational learning and leadership that will be fruitful for practitioners to understand and replicate these concepts.
Originality/value
There are little systematic literature reviews on the relationship between leadership and organizational learning. This paper is among the first systematic reviews to analyze how leadership has been associated with organizational learning and provide potential research directions.
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Yoo S, Jeong S, Song JH, Bae S. Transformational leadership and knowledge creation practices in Korean and US schools: knowledge assets as mediators. KNOWLEDGE MANAGEMENT RESEARCH & PRACTICE 2020. [DOI: 10.1080/14778238.2020.1767519] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
Affiliation(s)
- Sangok Yoo
- The Melvin D. and Valorie G. Booth School of Business, Northwest Missouri State University, Maryville, Missouri, USA
| | - Shinhee Jeong
- School of Leadership and Human Resource Development, Louisiana State University, Baton Rouge, LA, USA
| | - Ji Hoon Song
- Department of Educational Technology, Hanyang University, Seongdong-gu, South Korea
| | - Sanghoon Bae
- Department of Education, Sungkyunkwan University, Jongno-gu, South Korea
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Ein ambidextres Führungsklima – Erfolgsfaktor in der neuen Arbeitswelt. GIO-GRUPPE-INTERAKTION-ORGANISATION-ZEITSCHRIFT FUER ANGEWANDTE ORGANISATIONSPSYCHOLOGIE 2020. [DOI: 10.1007/s11612-020-00511-3] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
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30
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Khan Z, Soundararajan V, Shoham A. Global post-merger agility, transactive memory systems and human resource management practices. HUMAN RESOURCE MANAGEMENT REVIEW 2020. [DOI: 10.1016/j.hrmr.2019.100697] [Citation(s) in RCA: 6] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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31
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Qian S, Liu Y, Chen Y. Leader humility as a predictor of employees’ feedback-seeking behavior: The intervening role of psychological safety and job insecurity. CURRENT PSYCHOLOGY 2020. [DOI: 10.1007/s12144-020-00663-x] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
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32
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Follower transformation as the linchpin of transformational leadership theory: A systematic review and future research agenda. THE LEADERSHIP QUARTERLY 2020. [DOI: 10.1016/j.leaqua.2019.101341] [Citation(s) in RCA: 39] [Impact Index Per Article: 9.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/19/2022]
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33
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Liu CE, Yu S, Chen Y, He W. Supervision Incivility and Employee Psychological Safety in the Workplace. INTERNATIONAL JOURNAL OF ENVIRONMENTAL RESEARCH AND PUBLIC HEALTH 2020; 17:ijerph17030840. [PMID: 32013097 PMCID: PMC7037514 DOI: 10.3390/ijerph17030840] [Citation(s) in RCA: 9] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Subscribe] [Scholar Register] [Received: 12/26/2019] [Revised: 01/21/2020] [Accepted: 01/24/2020] [Indexed: 11/25/2022]
Abstract
Much of the supervision incivility research has focused on the supervisor-subordinate dyad when examining the effects of supervision incivility on employee outcomes. Our study examines a trickle-down effect of supervision incivility across three hierarchical levels, i.e., from the department leader (middle manager), through group leader (supervisor), and to group members (employees), and how it affects group psychological safety. Drawing on a sample of 346 employees and 78 group leaders in 78 work groups, our research found a negative relationship between department leader incivility and group psychological safety, and that this negative relationship was mediated by group leader incivility and moderated by group leader attribution for performance-promotion or injury-initiation motives. We further discuss the theoretical and practical implications of these findings.
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Affiliation(s)
- Chang-E Liu
- Mobile E-Business Collaborative Innovation Center of Hunan Province, Key Laboratory of Hunan Province for Mobile Business Intelligence, College of Business Administration, Hunan University of Technology and Business, Changsha 410205, China;
| | - Shengxian Yu
- College of Business Administration, Hunan University of Technology and Business, Changsha 410205, China;
| | - Yahui Chen
- School of Business and Tourism Management, Yunnan University, Kunming 650091, China
- Correspondence: (Y.C.); (W.H.)
| | - Wei He
- Scott College of Business, Indiana State University, Terre Haute, IN 47809, USA
- Correspondence: (Y.C.); (W.H.)
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34
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Barbosa SD, Dantas DC, Cajaiba-Santana G. Different strategies for different fields? Exploration, exploitation, ambidexterity, and the performance of self-employed musicians. JOURNAL OF SMALL BUSINESS MANAGEMENT 2020. [DOI: 10.1111/jsbm.12512] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
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35
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Ugwu CI. Mediation effect of knowledge management on the relationship between transformational leadership and job performance of librarians in university libraries in Nigeria. JOURNAL OF LIBRARIANSHIP AND INFORMATION SCIENCE 2019. [DOI: 10.1177/0961000618763715] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
This paper proposes a mediation model of transformational leadership for improving the job performance of librarians in university libraries in Nigeria. A quantitative approach underpinned by positivist philosophy was considered appropriate for this type of research and adopted to accomplish the main goal of this study. A questionnaire was used to collect data from a total of 215 librarians who participated in the study. Factor analysis and multiple regressions were used to analyse data. The results of the study reveal that knowledge management has full and partial influence on the relationship between transformational leadership and job performance of librarians.
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Affiliation(s)
- Cyprian I. Ugwu
- University of South Africa, South Africa; University of Nigeria, Nigeria
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36
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Ugwu C, Okore A. Transformational and transactional leadership influence on knowledge management activities of librarians in university libraries in Nigeria. JOURNAL OF LIBRARIANSHIP AND INFORMATION SCIENCE 2019. [DOI: 10.1177/0961000619880229] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
This paper aims to determine the influence of transformational and transactional leadership on knowledge management activities of librarians in university libraries in Nigeria. Quantitative methodology was considered appropriate for this type of research and adopted to accomplish the main goal of this study. A questionnaire was used to collect data from a total of 215 librarians who participated in the study. Factor analysis and multiple regressions were used to analyze data. The results of the study reveal a positive and significant influence of transformational and transactional leadership on knowledge management activities of academic librarians in university libraries in Nigeria. Further, the results show that transformational leadership behaviours impacted knowledge management activities of librarians more than transactional leadership behaviours. The study provides both theoretical and empirical evidence on the impact of transformational and transactional leadership behaviours on knowledge management processes.
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Affiliation(s)
- C.I. Ugwu
- University of South Africa; University of Nigeria, Nsukka, Nigeria
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37
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Asif M. Exploring the role of exploration/exploitation and strategic leadership in organizational learning. INTERNATIONAL JOURNAL OF QUALITY AND SERVICE SCIENCES 2019. [DOI: 10.1108/ijqss-04-2018-0038] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to explore the role of exploration/exploitation strategies in organizational learning and the impact of strategic leadership on the organizational learning process.
Design/methodology/approach
Based on an extensive review of literature, this paper develops propositions encompassing three key elements: exploration/exploitation, strategic leadership and organizational learning.
Findings
The propositions inform that tension between exploration and exploitation creates opportunities for organizational learning. Further, leadership styles have a differential effect on the role of exploration/exploitation in organizational learning. Transformational leadership positively impacts the role of exploration in individual and group learning but negatively impacts the role of exploitation in institutionalized learning. Transactional leadership positively impacts the role of exploitation in institutionalized learning but negatively impacts the role of exploration in individual and group learning. The alternate use of transformational and transactional leadership styles can facilitate multilevel organizational learning.
Research limitations/implications
The propositions are the first step toward the development of a theory of exploration/exploitation–organizational learning–strategic leadership. For practitioners, this paper elaborates the role of exploration/exploitation and strategic leadership in multilevel organizational learning. The paper also informs about those leadership styles that are counterproductive in the individual/group and institutionalized learning.
Originality/value
This paper is novel in its contribution because exploration/exploitation, organizational learning and strategic leadership have not been discussed in a unified framework in the previous studies. Further, whereas previous studies discuss “organizational learning” mainly as an organizational-level construct, this paper discusses organizational learning at the individual, group and organizational levels. A discussion of the individual, group and institutionalized learning furnishes rich insights into organizational learning dynamics.
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38
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Developing ethical leadership for business organizations. LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL 2019. [DOI: 10.1108/lodj-10-2018-0367] [Citation(s) in RCA: 21] [Impact Index Per Article: 4.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to understand the growing construct of ethical leadership and its related concepts that focus on the importance of the moral aspect of leadership. It focuses on the idea of ethical leadership, personality attributes of ethical leaders and develops a conceptual framework including various propositions related to the antecedents and outcomes of ethical leadership.
Design/methodology/approach
This is a review paper based on a synthesis of leadership literature from existing research journals and articles on ethical leadership. Authors analyzed selected papers on ethical leadership to propose a conceptual framework that shows the antecedents and outcomes of ethical leadership.
Findings
An ethical leader is one who strongly believes in following the right set of values and ideals in their decisions, actions and behavior. One has to be honest with high integrity, with people orientation and communicates assertively. Among the other attributes of an ethical leader, one needs to be responsible for taking unbiased decisions in benefit and overall interest of people and organization. This ethical leadership plays a vital role in developing positive outcomes such as followers’ organizational commitment and organizational identification. Trust in leadership can moderate this relationship.
Practical implications
This paper offers opportunities for researchers to explore discoveries in leadership style and also helps to understand the ways the organizations can develop ethical leaders at the workplace. An effective and efficient leader integrates ethics with leadership and thus makes its presence felt and emerges as a role model to play a more positive and valuable role in an organization.
Originality/value
This paper helps the strategist and educators to conceptualize ethical leadership and its framework including leaders’ ideal traits, similarities and differences of ethical leadership with other leadership styles and its role in developing positive outcomes in an organization. It presents a framework of ten testable propositions about ethical leadership that are relevant for both the practitioners and the scholars.
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39
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Fan XL, Zhou Y, Wang CX, Chang XX. The Interactive Effect of Employee-Involved Governance and CEO Change-Oriented Leadership on Organizational Innovation: A Moderated Mediation Model. GROUP & ORGANIZATION MANAGEMENT 2019. [DOI: 10.1177/1059601119862896] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Previous empirical findings on the effect of employee-involved governance (EIG) on innovation are inconsistent and even contradictory. Based on an interactionist perspective of innovation, we propose that this effect is contingent on CEO change-oriented leadership (COL) and mediated by two distinct innovative processes: exploratory and exploitative innovations. Using multisource data from 161 enterprises, we demonstrated that EIG was positively (negatively) associated with innovative performance when CEO COL was higher (lower). The results also revealed that exploratory and exploitative innovations played different roles in mediating the effects of EIG on innovative performance depending on CEO COL. Specifically, exploratory innovation mediated that effect when CEO COL was high, but exploitative innovation did not. Theoretical and practical implications are discussed.
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Affiliation(s)
| | - Yu Zhou
- Renmin University of China, Beijing, P.R. China
| | - Chen-Xi Wang
- Nanjing University of Finance & Economics, P.R. China
| | - Xiao-Xi Chang
- China University of Political Science and Law, Beijing, P.R. China
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40
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King DR, Bauer F, (Derek) Weng Q, Schriber S, Tarba S. What, when, and who: Manager involvement in predicting employee resistance to acquisition integration. HUMAN RESOURCE MANAGEMENT 2019. [DOI: 10.1002/hrm.21973] [Citation(s) in RCA: 20] [Impact Index Per Article: 4.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/10/2022]
Affiliation(s)
- David R. King
- College of BusinessFlorida State University Tallahassee Florida
| | - Florian Bauer
- Department of Entrepreneurship, Strategy and InnovationLancaster University Lancaster UK
| | | | - Svante Schriber
- Stockholm Business SchoolStockholm University Stockholm Sweden
| | - Shlomo Tarba
- Department of Strategy and International BusinessUniversity of Birmingham Birmingham UK
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41
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Ahammad MF, Glaister KW, Junni P. Organizational ambidexterity and human resource practices. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2019. [DOI: 10.1080/09585192.2019.1538651] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/26/2022]
Affiliation(s)
| | | | - Paulina Junni
- Department of Management Studies, Aalto University, Finland
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42
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Leadership and organizational learning culture: a systematic literature review. EUROPEAN JOURNAL OF TRAINING AND DEVELOPMENT 2019. [DOI: 10.1108/ejtd-06-2018-0056] [Citation(s) in RCA: 21] [Impact Index Per Article: 4.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThis paper aims to investigate how the relationship between leadership and organizational learning culture (OLC)/learning organization (LO)/organizational learning (OL) is measured in the literature.Design/methodology/approachThis systematic literature review analyzes published peer-reviewed English articles that examine the relationship between leadership and OLC/LO/OL empirically. A total of 58 articles has been found in 42 journals.FindingsThis paper provides a holistic view of the types of leaderships that have been connected with OLC/LO/OL in various countries and industries. Research methods from the literature are also examined.Originality/valueIt is among the first studies to review the literature about the connection between leadership and OLC/LO/OL. This review offers constructive future research directions.
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43
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Darwish TK, Zeng J, Rezaei Zadeh M, Haak‐Saheem W. Organizational Learning of Absorptive Capacity and Innovation: Does Leadership Matter? EUROPEAN MANAGEMENT REVIEW 2018. [DOI: 10.1111/emre.12320] [Citation(s) in RCA: 17] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/30/2022]
Affiliation(s)
- Tamer K. Darwish
- The Business School, University of Gloucestershire Cheltenham UK
| | - Jing Zeng
- Kent Business SchoolUniversity of Kent UK
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Jada UR, Mukhopadhyay S. Empowering leadership and constructive voice behavior: a moderated mediated model. INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS 2018. [DOI: 10.1108/ijoa-03-2017-1146] [Citation(s) in RCA: 9] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Affiliation(s)
- Umamaheswara Rao Jada
- Vinod Gupta School of Management, Indian Institute of Technology Kharagpur, Kharagpur, India
| | - Susmita Mukhopadhyay
- Vinod Gupta School of Management, Indian Institute of Technology Kharagpur, Kharagpur, India
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45
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Siachou E, Gkorezis P. Empowering leadership and organizational ambidexterity: a moderated mediation model. EVIDENCE-BASED HRM: A GLOBAL FORUM FOR EMPIRICAL SCHOLARSHIP 2018. [DOI: 10.1108/ebhrm-02-2017-0010] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this paper is to examine the effect of empowering leadership on contextual ambidexterity. To this end, the authors underscore the underlying mechanism of perceived organizational support (POS). Furthermore, to provide more robust insights into this indirect effect, role ambiguity was examined as a moderator.
Design/methodology/approach
The paper is based on a questionnaire survey. Data collected from 219 employees working in three IT small-and-medium enterprises located in Greece.
Findings
The findings indicated that empowering leadership is positively related to contextual ambidexterity through POS and, further, this indirect association is contingent on role ambiguity.
Originality/value
The study provides more insights into the important role of leadership in generating contextual ambidexterity. Thus, moderated mediation framework that has empirically tested considers both how and when empowering leadership affects contextual ambidexterity and provides important implications for both theory and practice.
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46
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Linking Transformational Leadership, Absorptive Capacity, and Corporate Entrepreneurship. ADMINISTRATIVE SCIENCES 2018. [DOI: 10.3390/admsci8020009] [Citation(s) in RCA: 18] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022] Open
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47
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Information technology, knowledge management and environmental dynamism as drivers of innovation ambidexterity: a study in SMEs. JOURNAL OF KNOWLEDGE MANAGEMENT 2018. [DOI: 10.1108/jkm-10-2017-0448] [Citation(s) in RCA: 126] [Impact Index Per Article: 21.0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this study is to assess the effect of technological, organizational and environmental factors on innovation ambidexterity and its influence on the performance of manufacturing small- and medium-sized enterprises (SMEs) as well as the moderating effect environmental dynamism on this relationship.
Design/methodology/approach
Drawing on the Technology–Organization–Environment theory and the Knowledge-Based View, this paper develops an integrative research model, which analyzes the network of relations using covariance-based structural equation modeling on a data set of 429 Spanish SMEs.
Findings
The results show that information technology capability, knowledge management capability and environmental dynamism are positively associated with innovation ambidexterity. In addition, environmental dynamism is found to strengthen the positive effect of innovation ambidexterity on firm performance.
Practical implications
The study findings support the idea that innovation can be developed in an ambidextrous manner within a single SME as long as the firm is capable of creating a suitable organizational context and giving a prompt response to changes in the business environment.
Originality/value
Although many studies have highlighted that being ambidextrous is more challenging for SMEs than for their larger counterparts, the vast majority of studies has been conducted in large companies. This paper extends prior literature by analyzing antecedents and outcomes of innovation ambidexterity in manufacturing SMEs.
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Junni P, Sarala RM, Tarba SY. The Role of Target Firm Power in M&A Knowledge Transfer. INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION 2018. [DOI: 10.1080/00208825.2018.1407085] [Citation(s) in RCA: 3] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
Affiliation(s)
- Paulina Junni
- Visiting Associate Professor of Strategy, Aalto University, School of Business, Helsinki, Finland
| | - Riikka M. Sarala
- Associate Professor of International Business, University of North Carolina at Greensboro, Greensboro, NC, USA
| | - Shlomo Y. Tarba
- Associate Professor in Business Strategy and Head of Department of Strategy & International Business, Birmingham Business School, The University of Birmingham, Birmingham, UK
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49
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Shao Z, Feng Y, Hu Q. Impact of top management leadership styles on ERP assimilation and the role of organizational learning. INFORMATION & MANAGEMENT 2017. [DOI: 10.1016/j.im.2017.01.005] [Citation(s) in RCA: 33] [Impact Index Per Article: 4.7] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/20/2022]
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50
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Rego A, Owens B, Leal S, Melo AI, Cunha MPE, Gonçalves L, Ribeiro P. How leader humility helps teams to be humbler, psychologically stronger, and more effective: A moderated mediation model. LEADERSHIP QUARTERLY 2017. [DOI: 10.1016/j.leaqua.2017.02.002] [Citation(s) in RCA: 85] [Impact Index Per Article: 12.1] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/16/2022]
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