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Article
Publication date: 20 October 2023

Klavdia Markelova Evans, Ashley Salaiz and Rob Austin McKee

This paper aims to address an important question of what makes companies succeed or not in their attempt to empower employees. As this study answers this question, the arguments…

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Abstract

Purpose

This paper aims to address an important question of what makes companies succeed or not in their attempt to empower employees. As this study answers this question, the arguments suggest that coordination is essential to creation of employee empowerment climate in organizations.

Design/methodology/approach

This is conceptual paper rooted in extensive research on both – empowerment (culture, climate and organizational structure) and coordination (formal and informal).

Findings

To help managers to be effective in their roles, this study presents four insights to creating empowerment climate. The arguments conclude that coordination provides a vessel for successful realization of empowerment. Specifically, only informal coordination (vs formal) will fully realize empowerment’s benefits. Given that the topic of empowerment is highly germane to managers in today’s context of the increasing number of employees working remotely, this work presents an important and actionable advance for managers.

Originality/value

This study represents original research that has not been published and is not currently under review at any other journal.

Details

Journal of Business Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 2 April 2019

Klavdia Markelova Evans and Ashley Salaiz

This paper aims to investigate how companies can retain their ability to recognize, seize and maintain opportunities.

361

Abstract

Purpose

This paper aims to investigate how companies can retain their ability to recognize, seize and maintain opportunities.

Design/methodology/approach

This conceptual work is built on existing research about an organization’s dynamic capabilities and literature on judgment under uncertainty.

Findings

This study offers specific ways in which companies can develop the dynamic capability of identifying new opportunities and, most importantly, how firms can maintain this rare dynamic capability for significant periods, so that they can harvest the benefits offered by owning this capability.

Practical implications

This study’s specific insights equip practitioners with turn-key information on how to build or maintain a firm’s unique ability to sense and capture an opportunity via the enhancement of the firm’s portfolio of simple rules.

Originality/value

This research introduces a novel idea about micro-foundations of a firm’s dynamic capabilities and theoretically argues that a favorable organizational culture and individuals’ rules of thumb can form a company’s dynamic ability to sense and seize an opportunity in high-velocity markets.

Details

Journal of Business Strategy, vol. 40 no. 3
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 17 October 2019

Klavdia Markelova Evans, Veronika Ermilina and Ashley Salaiz

The paper enhances our understanding of how small businesses with a strong social mission undergo international expansion. Building on the theoretical arguments on social exchange…

Abstract

Purpose

The paper enhances our understanding of how small businesses with a strong social mission undergo international expansion. Building on the theoretical arguments on social exchange theory (SET), specifically on the literature on reciprocity, the purpose of this paper is to investigate the applicability of the Uppsala Internationalization Model to the context of a social enterprise (SE). The propositions argue that the strong social orientation of SEs encourages a reciprocal exchange with the stakeholders of the host country that limits the number of obstacles they may face during the internationalizing process.

Design/methodology/approach

The conceptual development bridges SET with bodies of knowledge on SE, Uppsala Internationalization Model and organizational embeddedness.

Findings

The theoretical arguments provide evidence of how the socially oriented mission of a small business aids it with overcoming obstacles presented by internationalization. Specifically, the authors show that socially oriented enterprises are uniquely equipped to conquer the lack of adequate information about a foreign market and a lack of adequate public support in a host country. A social mission, which ignites positive reciprocity with the local stakeholders, serves as a valuable asset in the process of internationalization. Moreover, since the propositions recognize that the norms of reciprocity differ from one national culture to another, they unfold how reciprocal exchanges may be altered because of the nuances of national culture.

Originality/value

This work makes three important contributions. First, it extends our understanding of why SEs can potentially internationalize more rapidly than organizations without a strongly pronounced social mission. Second, the investigation on the applicability of the U-Model to the context of SE answers scholars’ recent call for continuous work on advancing the U-Model. Third, the authors equip practitioners with a thorough understanding of how they can capitalize on the social aspect of a SE in the unique setting of a specific national culture.

Details

Cross Cultural & Strategic Management, vol. 27 no. 1
Type: Research Article
ISSN: 2059-5794

Keywords

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