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1 – 10 of over 11000Yaqun Yi, Meng Gu and Zelong Wei
How do firms make effective strategic change when competitive advantage deteriorates fast in a dynamic environment? Based on information-processing theory and organizational…
Abstract
Purpose
How do firms make effective strategic change when competitive advantage deteriorates fast in a dynamic environment? Based on information-processing theory and organizational inertia theory, the purpose of this paper is to investigate how bottom-up learning affects the speed and magnitude of strategic change and if these relationships are contingent on strategic flexibility.
Design/methodology/approach
Using data of 213 firms in China, the authors conduct an empirical test of hypotheses through a stepwise multivariate regression approach.
Findings
The empirical study suggests that resource flexibility weakens the positive relationship between bottom-up learning and the speed of strategic change while strengthens the impact of bottom-up learning on the magnitude of strategic change. In addition, coordination flexibility strengthens the positive impact of bottom-up learning on the speed and magnitude of strategic change.
Originality/value
The findings not only provide a more nuanced and in-depth understanding of strategic change, but also offer strong guidance for firms on how to make better use of strategic flexibility in order to benefit from bottom-up learning.
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Zelong Wei, Yaqun Yi and Changhong Yuan
The purpose of this paper is to address the conflicting views on the role of bottom‐up learning; this research combines the information‐processing and organizational inertia views…
Abstract
Purpose
The purpose of this paper is to address the conflicting views on the role of bottom‐up learning; this research combines the information‐processing and organizational inertia views to explore how bottom‐up learning affects both exploratory and exploitative innovations and if the effects are contingent on organizational formalization.
Design/methodology/approach
Data for this study are obtained through an interview survey instrument from 213 firms. The questionnaire is adopted from several previous studies on organizational learning, structure and innovation with minor translation adjust. A pilot test was conducted and necessary modifications were made to the questionnaire. Tests show that the sampling validity is not biased by non‐response bias and the measure reliability and validity are acceptable. Furthermore, Harman one‐factor and CFA tests show that the results should not be biased by common method bias. The multicollinearity is also tested and controlled during regression analysis.
Findings
The findings show that bottom‐up learning has accelerated positive effect on exploitative innovation while having an inverted U‐shaped effect on explorative innovation. Furthermore, the organizational formalization strengthens the positive effect of bottom‐up learning on exploitative innovation and the U‐shaped effect on exploratory innovation.
Originality/value
The paper contributes to organizational inertia and information‐processing theories by providing a complete picture on how firms built exploitative and exploratory innovations through bottom‐up learning aligned with appropriate organizational structure.
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Finds a statistically significant relation between top‐down concept‐mapping and the right cerebral hemisphere, and between bottom‐up concept‐mapping and the right hemisphere…
Abstract
Finds a statistically significant relation between top‐down concept‐mapping and the right cerebral hemisphere, and between bottom‐up concept‐mapping and the right hemisphere. Correlates scores on concept‐mapping with scores on hemispheric tests, and compares the scores of the subjects on hemispheric tests with the preferable style of concept‐mapping. Concludes that top‐down concept‐mapping, the right hemisphere, and Frege’s logic are mutually related. Similarly, bottom‐up concept‐mapping, the left hemisphere, and Russell’s logic are mutually related.
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Educational institutions in the Middle East and North Africa (MENA) are striving for better resource management and finance. The bottom-up budgeting approach plays an important…
Abstract
Purpose
Educational institutions in the Middle East and North Africa (MENA) are striving for better resource management and finance. The bottom-up budgeting approach plays an important role in motivating executives' performance. The main aim of this paper is to discover whether there is a significant difference between bottom-up and a top-down approaches to budgeting in terms of managers' performance.
Design/methodology/approach
Questionnaires were distributed to 453 university executives in 21 MENA educational institutions. The Kruskal–Wallis test was utilized to test the difference between the three groups (bottom-up, top-down and consultative approaches). Further analysis was conducted to test the difference between the two groups using the Mann–Whitney test.
Findings
The results show that there is a significant difference between a bottom-up and top-down approach in terms of managerial performance. The study's findings indicate that the bottom-up approach to budgeting leads to higher performance indicators than a top-down approach to budgeting.
Originality/value
The current study contributes to the research as it increases awareness of budgeting approaches that are used in higher education institutions, specifically in terms of the effect of these differences on executives' performance.
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Vitor Koki da Costa Nogami and Andres Rodriguez Veloso
The purpose of this paper is to explore the different concepts of innovation in the subsistence marketplace from top-down and bottom-up approaches. This study analyzes the…
Abstract
Purpose
The purpose of this paper is to explore the different concepts of innovation in the subsistence marketplace from top-down and bottom-up approaches. This study analyzes the literature on the theme and identified research gaps by constructing a framework based on approaches and innovation concepts, which can guide future research efforts. Additionally, this paper presents two case studies, which can improve the way innovation is developed and diffused in the subsistence marketplace.
Design/methodology/approach
Through a literature review, this study develops a framework by analyzing innovation concepts in the subsistence marketplace (i.e. base of the pyramid innovation, disruptive innovation, frugal innovation, reverse innovation and inclusive innovation) in light of subsistence marketplace approaches (top-down and bottom-up).
Findings
The analysis showed critical research gaps, especially a lack of studies involving disruptive and frugal innovations from a bottom-up approach. This paper also concludes that the top-down approach is more common than the bottom-up one. To fill these gaps, this study presents two business plans by illustrating disruptive innovation vs bottom-up approach and frugal innovation vs bottom-up approach.
Originality/value
The use of real business plans to illustrate proposals having an actual impact on subsistence marketplace regions sheds light on how to address these challenges. By doing so, this paper intends to fill the theoretical gap in disruptive and frugal innovations within a bottom-up approach to promote the development and diffusion of different types of innovation in the subsistence marketplace, and thus provide solutions to alleviate poverty.
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Muhammad Ali, Mirit K. Grabarski and Alison M. Konrad
This study aims to investigate the impact of women’s representation at one hierarchical level on women’s representation above or below that level. No past research investigated…
Abstract
Purpose
This study aims to investigate the impact of women’s representation at one hierarchical level on women’s representation above or below that level. No past research investigated these effects in the hospitality and tourism industries. The mixed results of research in other industries and across industries demand tests of curvilinearity and moderators.
Design/methodology/approach
Using annual equality reports, a panel data set for 2010–2019 was created for the hospitality and tourism industries. The sample of 581 organizations had up to 5,810 observations over the 10 years.
Findings
The analyses show the following effects of women’s representation: an inverted U-shape from management to non-management, a U-shape from non-management to management and a U-shape from management to the executive team, with more pronounced effect in small organizations.
Practical implications
To increase the number of female employees, organizations should invest their resources in hiring and retaining female managers until a gender balance is reached while managing any backlash from men. The results suggest that organizations with more than 40% of women non-management employees and 50% of women managers start `experiencing positive bottom-up dynamics. Thus, efforts need to be made to attract and retain a women’s pipeline at the non-management and management levels.
Originality/value
This study delivers pioneering evidence of the top-down and bottom-up phenomena in hospitality and tourism. It refines evidence of such effects found in past research conducted in other industries and across industries.
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George Christopher Banks, Jeffrey M. Pollack and Anson Seers
Conceptualizations of work coordination historically assumed that work systems are put into place and that these systems shape the ability of workers to accomplish tasks…
Abstract
Purpose
Conceptualizations of work coordination historically assumed that work systems are put into place and that these systems shape the ability of workers to accomplish tasks. Formalization has thus long been invoked as an explanatory mechanism for work coordination. Recent studies have extended interest in emergent implicit and relational coordination, yet their underlying mechanisms of bottom-up coordination have yet to be explicated such that formal top-down coordination can be approached as a complementary mechanism rather than an alternative substitute. The purpose of this paper is to integrate the literatures related to coordination and routines, and extend analysis of bottom-up coordination toward an understanding of how it can be complemented by top-down formalized coordination of routines within organizations. Implications of this work, for both theory and practice, are discussed.
Design/methodology/approach
A conceptual review was conducted.
Findings
By integrating the literatures related to coordination and routines, the authors extend analysis of bottom-up coordination toward an understanding of how it can be complemented by top-down formalized coordination of routines within organizations.
Research limitations/implications
From a theory-based point of view, in the present work, the authors integrated the literatures related to coordination and routines and arrived at the conclusion that bottom-up coordination can be complemented by top-down formalized coordination of routines within organizations.
Practical implications
The authors suggest that there is a need in the contemporary workplace for implicit, relational processes to enable individuals to continuously assess what changes are needed and adapt coordinated routines to accomplish the task at hand. This propensity will continue to increase as technology facilitates even more seamless communication among employees, organizations, and external partners.
Originality/value
For the first time the authors integrate the literatures related to coordination and routines, in order to extend analysis of bottom-up coordination toward an understanding of how it can be complemented by top-down formalized coordination of routines within organizations.
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John C.A.M. van Beers, Desirée H. van Dun and Celeste P.M. Wilderom
Lean implementations in hospitals tend to be lengthy or lack the desired results. In addressing the question, how can lean be implemented effectively in a hospital-wide setting…
Abstract
Purpose
Lean implementations in hospitals tend to be lengthy or lack the desired results. In addressing the question, how can lean be implemented effectively in a hospital-wide setting, this paper aims to examine two opposing approaches.
Design/methodology/approach
The authors studied two Dutch university hospitals which engaged in different lean implementation approaches during the same four-year period: top-down vs bottom-up. Inductive qualitative analyses were made of 49 interviews; numerous documents; field notes; 13 frontline meeting observations; and objective hospital performance data. Longitudinally, the authors depict how the sequential events unfolded in both hospitals.
Findings
During the six implementation stages, the roles played by top, middle and frontline managers stood out. While the top managers of one hospital initiated the organization-wide implementation and then delegated it to others, the top managers of the other similar hospital merely tolerated the bottom-up lean activities. Eventually, only the hospital with the top-down approach achieved high organization-wide performance gains, but only in its fourth year after the top managers embraced lean in their own daily work practices and had started to co-create lean themselves. Then, the earlier developed lean infrastructure at the middle- and frontline ranks led to the desired hospital-wide lean implementation results.
Originality/value
Change-management insights, including basic tenets of social learning and goal-setting theory, are shown to advance the knowledge of effective lean implementation in hospitals. The authors found lean implementation “best-oiled” through role-modeling by top managers who use a phase-based process and engage in close cross-hierarchical or co-creative collaboration with middle and frontline managerial members.
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Ignasi Capdevila and Matías I. Zarlenga
In recent years, the term “smart city” has attracted a lot of attention from policy makers, business leaders and citizenship in general. Although there is not a unique definition…
Abstract
Purpose
In recent years, the term “smart city” has attracted a lot of attention from policy makers, business leaders and citizenship in general. Although there is not a unique definition of what a smart city is, it is generally accepted that “smart” urban policies refer to local governments’ initiatives that use information and communication technologies in order to increase the quality of life of their inhabitants while contributing to a sustainable development. So far, “smart city” approaches have generally been related to top-down processes of technology diffusion. The purpose of this paper is to present a broader view on “smart” initiatives to analyze both top-down and bottom-up dynamics in a smart city. The authors argue that these two perspectives are complementary and its combination can reinforce the collaboration between different city stakeholders. Top-down and bottom-up initiatives are not opposed forces but, on the contrary, can have a synergistic effect on the innovation capacity of the city. Both perspectives are illustrated by providing examples of different “smart” aspects in the city of Barcelona: smart districts, open collaborative spaces, infrastructures and open data.
Design/methodology/approach
To illustrate the arguments, the authors analyze the case of the city of Barcelona providing examples of top-down and bottom-up initiatives in four different smart city aspects: smart districts, open collaborative spaces, infrastructures and open data. The research method is based on a case study (Yin, 1984). The primary data consisted on interviews to city council representatives as well as managers of local public institutions, like economic development offices, and local organizations like for instance coworking spaces. The authors interviewed also specialists on the innovation history of the city in order to validate the data. In addition, the authors used secondary data such as reports on the 22@, and documentation on the Barcelona innovation policies, as well as doing a compilation of press articles and the online content of the institutional webpages. All together, the authors have followed a data triangulation strategy to seek data validation based on the cross-verification of the analyzed data sources.
Findings
The analysis suggests that the top-down and bottom-up perspectives are complementary and their combination can reinforce the collaboration between different city stakeholders. Top-down and bottom-up initiatives are not opposed forces but, on the contrary, can have a synergistic effect on the innovation capacity of the city. Both perspectives are illustrated by providing examples of different “smart” aspects in the city of Barcelona: smart districts, open collaborative spaces, infrastructures and open data.
Research limitations/implications
Nevertheless, the analysis has its limitations. Even if the authors have emphasized the importance of the bottom-up initiatives, citizens do not have often the resources to act without governmental intervention. This is the case of services that require high-cost infrastructures or regulatory changes. Also, as it usually happens in the case of disruptive technology, it is hard for citizens to understand the possibilities of its use. In these cases, firms and institutions must play an important role in the first phases of the diffusion of innovations, by informing and incentivizing its use. It is also important to note that some of the emerging usages of technology are confronted to legal or regulatory issues. For instance, distributed and shared Wi-Fi networks might be in opposition to economic interests of internet providers, that often difficult its expansion. It is also the case of services of the sharing economy that represent a menace to established institutions (like the tensions between Uber and taxi companies, or Airbnb and hotels). In these cases, city halls like it is the case in Barcelona, tend to respond to these emergent uses of technology by regulating to ensure protection to existing corporate services.
Practical implications
In conclusion, the transformational process that leads a city to become a smart city has to take in consideration the complexity and the plurality of the urban reality. Beyond considering citizens as being users, testers or consumers of technology, local administrations that are able to identify, nourish and integrate the emerging citizens’ initiatives would contribute to the reinforcement of a smart city reality.
Originality/value
The contribution of the paper is to go beyond the generalized technologic discourse around smart cities by adding the layer of the citizens’ initiatives.
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Harri Lorentz, Sini Laari, Joanne Meehan, Michael Eßig and Michael Henke
In the context of the COVID-19 pandemic, this study investigates a variety of approaches to supply disruption risk management for achieving effective responses for resilience at…
Abstract
Purpose
In the context of the COVID-19 pandemic, this study investigates a variety of approaches to supply disruption risk management for achieving effective responses for resilience at the supply management subunit level (e.g. category of items). Drawing on the attention-based view of the firm, the authors model the attentional antecedents of supply resilience as (1) attentional perspectives and (2) attentional selection. Attentional perspectives focus on either supply risk sources or supply network recoverability, and both are hypothesised to have a direct positive association with supply resilience. Attentional selection is top down or bottom up when it comes to disruption detection, and these are hypothesised to moderate the association between disruption risk management perspectives and resilience.
Design/methodology/approach
Conducted at the early phases of the COVID-19 pandemic, this study employs a hierarchical regression analysis on a multicountry survey of 190 procurement professionals, each responding from the perspective of their own subunit area of supply responsibility.
Findings
Both attentional disruption risk management perspectives are needed to achieve supply resilience, and neither is superior in terms of achieving supply resilience. Both the efficiency of the top down and exposure to the unexpected with the bottom up are needed – to a balanced degree – for improved supply resilience.
Practical implications
The results encourage firms to purposefully develop their supply risk management practices, first, to include both perspectives and, second, to avoid biases in attentional selection for disruption detection. Ensuring a more balanced approach may allow firms to improve their supply resilience.
Originality/value
The results contribute to the understanding of the microfoundations that underpin firms' operational capabilities for supply risk and disruption management and possible attentional biases.
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