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1 – 10 of 44Zhang Zheng and Rahil Irfan Ahmed
This paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from…
Abstract
Purpose
This paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from the perspective of Social Exchange Theory (SET) to reveal the behavioral mechanism and boundary condition regarding the influence of humble leadership on creative performance.
Design/methodology/approach
A sample of 276 employees and the supervisors from 8 companies in China was taken using two-wave data.
Findings
The results indicated that humble leadership was positively related to employee creative performance, and boundary spanning behavior partially mediated the relationship between humble leadership and employee creative performance. Traditionality strengthens the mediation process when traditionality is high.
Practical implications
These findings provide several theoretical and practical implications for the domains of humble leadership and boundary spanning behavior. For example, human resource (HR) departments can recruit leaders with high humility and cultivate team leaders through systematic training programs about self-awareness, openness and self-transcendence; team leaders should encourage employees to participate in boundary spanning activities and hiring managers select employees with high traditionality to synergize with leader humility.
Originality/value
Based on the SET, this paper explored the behavioral mechanism between humble leadership and creative performance and enriched the prior research, which is from the cognitive or emotional view, and further answered the question “what are the employees' behavioral responses when they confront the humble leadership”.
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Kishore Gopalakrishna Pillai, Piyush Sharma, Joep Cornelissen, Yumeng Zhang and Smitha R. Nair
This paper aims to propose mechanisms of the dark side of interorganizational relationships from a social psychological perspective. The purpose is to understand the role of…
Abstract
Purpose
This paper aims to propose mechanisms of the dark side of interorganizational relationships from a social psychological perspective. The purpose is to understand the role of boundary spanners’ social psychological processes that may trigger the dark side effects.
Design/methodology/approach
Multple mechanisms are developed through three social psychological theories, namely, social identity theory, system justification theory and social learning theory.
Findings
Boundary spanners’ social psychological processes can trigger the dark side of interorganizational relationships via mechanisms such as excessive cooperation, reification, system justification and path dependence in learning.
Practical implications
This paper concludes with a discussion that offers a new perspective on research on dark side effects and the managerial implications of the present analysis.
Originality/value
This paper contributes to the current literature by extending the interpersonal social psychological processes that could explain the dark side of interorganizational relationships. This paper is a step forward to answer the calls for multilevel considerations of the dark side effects and inspire future research on the role of social psychological processes in dark side effects.
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Christopher Owen Cox and Hamid Pasaei
According to the Project Management Institute, 70% of projects fail globally. The causes of project failure in many instances can be identified as non-technical or behavioral in…
Abstract
Purpose
According to the Project Management Institute, 70% of projects fail globally. The causes of project failure in many instances can be identified as non-technical or behavioral in nature arising from interactions between participants. These intangible risks can emerge in any project setting but especially in project settings having diversity of cultures, customs, beliefs and traditions of various companies or countries. This paper provides an objective framework to address these intangible risks.
Study design/methodology/approach
This paper presents a structured approach to identify, assess and manage intangible risks to enhance a project team’s ability to meet its objectives. The authors propose a user-friendly framework, Intangible Risk Assessment Methodology for Projects (IRAMP), to address these risks and the factors that cause them. Meta-network (e.g., a network of networks) simulation and established social network analysis (SNA) measures provide a quantitative assessment and ranking of causal events and their influence on the intangible behavior centric risks.
Findings
The proposed IRAMP and meta-network approach were utilized to examine the project delivery process of an international energy firm. Data were gathered using structured interviews, surveys and project team workshops. The use of the IRAMP to highlight intangible risk areas underpinned by the SNA measures led to changes in the company’s organizational structure to enhance project delivery effectiveness.
Originality/value
This work extends the existing project risk management literature by providing a novel objective approach to identify and quantify behavior centric intangible risks and the conditions that cause them to emerge.
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Jonas Boström, Helene Hillborg and Johan Lilja
The purpose of this paper is to explore and describe the perspectives and reasoning of senior development leaders in healthcare organizations, when reflecting on design as theory…
Abstract
Purpose
The purpose of this paper is to explore and describe the perspectives and reasoning of senior development leaders in healthcare organizations, when reflecting on design as theory and practice in relation to more traditional methods and tools for improving quality and support innovation.
Design/methodology/approach
The paper is based on a qualitative interview design with five development and innovation leaders from separate healthcare regions in Sweden. They have, to varying degrees, applied design theory and practice for quality improvement and innovation in their organizations. The interview transcript was analysed using a content analysis together with an interpretive approach.
Findings
The major findings are to be found in the balancing act for leadership and organizations in healthcare when it comes to introducing and combining different theories and practices for improving quality and support innovation. The balance is between the change in power dynamics and pushing traditional boundaries in a complex healthcare world.
Practical implications
The narratives from the leaders' experience of applying design theory and practice for improving healthcare quality can help us create readiness and knowledge about how we prevent and/or facilitate planning and implementing design theories, practices, methods and tools in a healthcare context.
Originality/value
The study provides a unique insight when it captures and illustrates five different organizations' experiences when applying design for developing healthcare quality.
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Shalini Srivastava, Deepti Pathak, Swati Soni and Abha Dixit
Utilising componential theory of creativity the study aims to examines the roles of green transformational leadership, organizational culture and green mindfulness as antecedents…
Abstract
Purpose
Utilising componential theory of creativity the study aims to examines the roles of green transformational leadership, organizational culture and green mindfulness as antecedents of green creativity.
Design/methodology/approach
A three-wave data collection method was used to collect data from the 304 hotel employees belonging to hotels located in the tourist’s location of India. The study used PROCESS macro to test the hypothesized model.
Findings
The results found a significant serial mediating effect of green organizational culture and green mindfulness for strengthening the association between green transformational leadership and green creativity.
Practical implications
The study establishes that a transformational leadership can bring about a much-needed green turnaround and thus makes significant practical contribution. As customers are becoming environmentally conscious, the industry can translate the green practices and motivate their subordinates by exhibiting the environmentally conscious behaviour and exhibit the same in their actions at work.
Originality/value
The current research work expands the body of literature on green transformational leadership and green creativity nexus in tourism and hospitality industry by exploring the boundary condition that increases the strength of this relationship.
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This study provides a meta-review of global virtual team (GVT)–related reviews, creating a resource that highlights dominant themes, research trends and shifts in topics over time…
Abstract
Purpose
This study provides a meta-review of global virtual team (GVT)–related reviews, creating a resource that highlights dominant themes, research trends and shifts in topics over time culminating in a summary of opportunities for future research. By analyzing and grouping the evidence presented in previous research, this meta-review provides key insights toward future research and managerial implications.
Design/methodology/approach
This meta-review identifies 35 existing GVT-related reviews across 32 publication outlets, providing a longitudinal and cross-disciplinary view of GVT research to date.
Findings
Results of the analysis reveal over time that there has been a largely adopted reconceptualization of the GVT paradigm toward a continuum of virtuality. There has been a shift in the view of the cross-cultural and global components of GVTs toward a recognition that a greater variance of dimensionality exists. Additionally, popular themes across the literature emerge, notably, virtuality, concepts of culture, trust, leadership and communication technology.
Originality/value
As a multidisciplinary GVT-focused meta-review, this study complements previous efforts by taking a tour across this wide topic and is dedicated to those who are researching, teaching, working and managing GVT-related strategies. The reviews selected represent work published across multiple literature streams, providing a comprehensive and forward thinking perspective.
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This paper's purpose centres on advancing the current financialisation strategies within digital transformation (DT) through a rebalanced synthesis of both financialisation and…
Abstract
Purpose
This paper's purpose centres on advancing the current financialisation strategies within digital transformation (DT) through a rebalanced synthesis of both financialisation and people/centric, non-financialisation strategies of the DT field. Based on empirical data from Bahrain's energy sector, a new framework on People-centric, Sustaining Network Leadership is developed, capturing DT's human values deficit and proposing a new model on financialisation and non-financialisation strategies showing ‘how’ and ‘why’ DT is implemented in contemporary organisations.
Design/methodology/approach
This study conducted a mixed methodology of narrative interviews, case studies and reviewed significant contributions from the DT, leadership and change management debates. A total of 26 operational and high-level leaders from Bahrain, 8 top energy companies and Braun and Clarke's 6-phase analysis were combined to form four empirical thematic bundles on ‘how’ and ‘why’ leaders adopted financialisation and non-financialisation strategies to resolve organisational sustainability issues in an Arabic context.
Findings
Four sets of findings (bundles 1–4) highlight participants' financial and structural understanding when implementing DT initiatives, the different leadership styles ranging from authoritarian to network leadership, the socio-economic, political and cultural ramifications of their practices and the urgency of staff reskilling for organisational resilience and strategic sustainability. Based on the eight energy cases and interviews, a new values-driven, People-centric Sustaining Network Leadership Model is developed to show a more effective and efficient use of financial and non-financial resources when organisations implement DT initiatives in efforts to resolve global energy sustainability problems.
Research limitations/implications
Leadership, change management, DT, energy and environmental sustainability is a huge area of scholarship. While new studies emerge and contribute to this growing body of knowledge, this investigation has focused on those that significantly highlight how to make effective use of financialisation and non-financialisation resources. Therefore, all the literature on the topic has not been included. Although this study has filled the non-financialisation gap in current DT studies, a further rebalancing of the financialisation versus non-financialisation debates will be needed for theoreticians, practitioners and policy makers to continue addressing emerging and more complex socio-economic, political and cultural issues within and beyond organisations. Limitations are the study's focus on the Bahrain energy sector and the limited sample of 26 leaders.
Practical implications
The study provides practitioners and policy makers with an approach for the successful implementation of DT initiatives in the oil and gas sector. For academics, this study provides empirically unique and interesting thematic bundles, insightful analyses into leadership, organisational change, digital transformation and network leadership theories to develop an innovative and creative People-centric, Sustaining Network Leadership Approach/Model on the practical barriers, implications/impacts of various leadership styles and potential solutions via a socio-cultural values-based alternative to the current financialisation discourse of DT.
Originality/value
While there is a growing body of literature on DT, Leadership and Organisational Transformation and Change, there is a dearth of scholarship on the human-orientated strategies of DT implementation outside of western contexts. A contemporary and comprehensive, empirically evidenced analysis of the field has led to the development of this study's People-centric, Sustaining Network Leadership model which frames, captures, synthesises and extends the dominant cost-minimisation rhetoric of DT discourse to include a shared set of leadership practices, behaviours, intentions, perceptions and values. This helped to reveal the previously missing ‘how’ and ‘why’ of DT’s operational and strategic implementation.
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Matthew M. Lastner, David A. Locander, Michael Pimentel, Andrew Pueschel, Wyatt A. Schrock, George D. Deitz and Adam Rapp
This study aims to examine the applicability of Hartmann et al.’s (2018) service ecosystem framework to the day-to-day management of the modern sales force. The authors provide a…
Abstract
Purpose
This study aims to examine the applicability of Hartmann et al.’s (2018) service ecosystem framework to the day-to-day management of the modern sales force. The authors provide a review of the framework, acknowledging its strengths, while also indicating areas for advancement. The authors conclude with recommendations to the framework and indicate opportunities where future research could advance sales theory.
Design/methodology/approach
A review of the theoretical underpinnings of the service ecosystem framework is weighed against the established roles and responsibilities of the modern sales force in the literature.
Findings
The ability of the framework to capture the multi-level, multi-actor and dynamic aspects of sales represents an improvement in the conceptualization of selling is critical. Suggestions around the refinement for meso-level sales interactions and a more pliant application of service dominant-logic are offered.
Research limitations/implications
The suggested extensions of the framework continue the advancement of novel theorization for the field of sales. Priorities for future research include consideration of ethical implications of the framework and formulations of new management strategies reflective of the broad and dynamic properties of the ecosystem conceptualization.
Practical implications
This paper provides managerial guidelines and implications tied specifically to the thick and thin crossing points and how they may impact employee decision-making.
Originality/value
To the best of the authors’ knowledge, this study is the first to pointedly examine the service ecosystem framework with respect to established principles of managing a modern sales force.
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The purpose of this study is to develop a model of a starting situation for relationship initiation in turbulent business networks.
Abstract
Purpose
The purpose of this study is to develop a model of a starting situation for relationship initiation in turbulent business networks.
Design/methodology/approach
The study is designed as an extreme single case study that takes its point of departure in a company’s bankruptcy in the Swedish automotive industry.
Findings
This study illustrates how a new business relationship can start from a resource combination previously controlled by one actor (i.e. a single company) in a turbulent business network, thereby bringing nuances to the common understanding that new relationships start in stable business networks where resource combinations are developed between actors in established business relationships.
Originality/value
Previous studies have stated that the development of a mutual orientation between actors leads to the formation of a business relationship. The business relationship then leads to resource adaptations between the two companies. The developed model, however, illustrates that this pattern can be reversed in situations of turbulence. Hence, previously adapted resources might lead to the formations of a business relationship. Based on this observation, the authors argue that there are reasons to question if previous models of business relationship initiation and development in business networks are adequately equipped for analysis in turbulent business networks.
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Dohyoung Kim, Sunmi Jung and Eungdo Kim
The authors contribute to the literature on leadership by investigating how characteristics of principal investigators (PIs) affect innovation performance, and how collaborative…
Abstract
Purpose
The authors contribute to the literature on leadership by investigating how characteristics of principal investigators (PIs) affect innovation performance, and how collaborative and non-collaborative projects moderate this relationship within the context of inter-organisational research projects.
Design/methodology/approach
The authors analysed panel data from the National Science and Technology Information Service on 171 research projects within a biomedical and regenerative medicines programme overseen by the Korea Health Industry Development Institute. The authors used a hierarchical regression model, based on the ordinary least squares method, to examine the relationship between PI characteristics and performance, considering both quantity and quality.
Findings
The results show that the characteristics of PIs have diverse effects on the quantity and quality of innovation performance. Gender diversity within PIs negatively affects the quality of innovation performance, while the capacity of PIs positively influences it. Moreover, the degree of PI’s engagement is positively associated with the quantity of innovation performance but does not have a significant relationship with the quality of performance. In terms of moderating effects, collaborative projects with multiple leaders seem less reliant on PI capacity than non-collaborative projects led by a single leader, in terms of innovation performance.
Originality/value
The results contribute significantly to the literature on innovation management by examining the role of leadership in collaborative environments to enhance innovation performance, addressing the need for empirical evidence in this area. Analyses of PI characteristics in government R&D management can lead to improved team performance, more efficient processes and effective resource allocation, ultimately fostering innovation.
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