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1 – 10 of 16Lu Chen, Wei Zheng, Baiyin Yang and Shuaijiao Bai
The purpose of this paper is to investigate the forces driving organizational innovation, particularly CEO transformational leadership as it affects external and internal social…
Abstract
Purpose
The purpose of this paper is to investigate the forces driving organizational innovation, particularly CEO transformational leadership as it affects external and internal social capital in top management teams.
Design/methodology/approach
Survey questionnaires were administered to 90 Chinese top management teams. Structural equation modeling was used to test the hypothesized relationships.
Findings
Both internal and external social capital mediated the relationship between transformational leadership and organizational innovation.
Practical implications
Organizations should strengthen internal and external capital of top management teams to reap maximal innovation outcomes from transformational leadership.
Originality/value
The findings contribute to the transformational leadership, social capital, and innovation literature first by showing how leadership influences innovation through largely neglected mechanisms – internal and external social capital. Second, a social capital focus challenges the tacit assumption that transformational leadership has only internal influences by showing that it potentially spills over to the external domain.
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Nico Cloete, Nancy Côté, Logan Crace, Rick Delbridge, Jean-Louis Denis, Gili S. Drori, Ulla Eriksson-Zetterquist, Joel Gehman, Lisa-Maria Gerhardt, Jan Goldenstein, Audrey Harroche, Jakov Jandrić, Anna Kosmützky, Georg Krücken, Seungah S. Lee, Michael Lounsbury, Ravit Mizrahi-Shtelman, Christine Musselin, Hampus Östh Gustafsson, Pedro Pineda, Paolo Quattrone, Francisco O. Ramirez, Kerstin Sahlin, Francois van Schalkwyk and Peter Walgenbach
Collegiality is the modus operandi of universities. Collegiality is central to academic freedom and scientific quality. In this way, collegiality also contributes to the good…
Abstract
Collegiality is the modus operandi of universities. Collegiality is central to academic freedom and scientific quality. In this way, collegiality also contributes to the good functioning of universities’ contribution to society and democracy. In this concluding paper of the special issue on collegiality, we summarize the main findings and takeaways from our collective studies. We summarize the main challenges and contestations to collegiality and to universities, but also document lines of resistance, activation, and maintenance. We depict varieties of collegiality and conclude by emphasizing that future research needs to be based on an appreciation of this variation. We argue that it is essential to incorporate such a variation-sensitive perspective into discussions on academic freedom and scientific quality and highlight themes surfaced by the different studies that remain under-explored in extant literature: institutional trust, field-level studies of collegiality, and collegiality and communication. Finally, we offer some remarks on methodological and theoretical implications of this research and conclude by summarizing our research agenda in a list of themes.
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Tomás Vargas-Halabi and Rosa Maria Yagüe-Perales
This research aimed to conceptualize organizations as open and purposeful systems to study how organizational culture (OC) influences firms' Innovative Performance (IP). The…
Abstract
Purpose
This research aimed to conceptualize organizations as open and purposeful systems to study how organizational culture (OC) influences firms' Innovative Performance (IP). The authors proposed goal setting and internal integration/external adaptation paradox as central to explaining OC's mediating and suppressing effects on IP.
Design/methodology/approach
The authors collected data from 372 Costa Rican organizations and analyzed them with structural equations. This research used the Denison Model instead of the usual typology-based approaches.
Findings
The mission had a direct and high impact on IP. The mediated effect via adaptability was also elevated, as well as the suppressor effect through consistency. There was no effect on IP of involvement. According to these results, the Open and Rational Systems Framework emerge as the main theoretical explanatory concepts.
Originality/value
Disaggregating the OC through a performance-oriented dimensional model makes it possible to study the dynamics between the elements that compound it and facilitate integrating these findings with other research streams.
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