Search results

1 – 10 of 18
To view the access options for this content please click here
Article
Publication date: 20 March 2017

Qinglan Chen, Tor Eriksson and Luca Giustiniano

The purpose of this paper is to reveal the mediating role of leadership style on the relationship between strategy and company performance.

Abstract

Purpose

The purpose of this paper is to reveal the mediating role of leadership style on the relationship between strategy and company performance.

Design/methodology/approach

The study uses empirical data gathered from top managers in a stratified sample of 476 Danish private businesses.

Findings

The results show the mediating effects of leadership styles on strategic performance. In particular, both supportive and directive leadership styles partially mediate the effect of the differentiation strategy, while the supportive leadership style displays a stronger mediating effect than the directive one. The multi-group analysis shows the moderating impact of the manager’s tenure, managerial level, strategy clarity, industry and business environment risk.

Research limitations/implications

The study is limited by its nature and the specificity of the national context in which it was conducted. In this vein, the evidence collected here can be enlarged and complemented by having access to panel data or the generalization of some results to neighboring or other developed countries.

Practical implications

Several implications of the findings for managerial practices are discussed.

Originality/value

There are very few discussions of the mediating effect of leadership style between strategy and performance. The paper fills the gap by examining the role of leadership style planning on the relationship between those two variables in Denmark.

Details

Management Decision, vol. 55 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Article
Publication date: 10 August 2012

Luca Giustiniano and Francesco Bolici

Trust is a social factor at the foundations of human action. The pervasiveness of trust explains why it has been studied by a large variety of disciplines, and its…

Abstract

Purpose

Trust is a social factor at the foundations of human action. The pervasiveness of trust explains why it has been studied by a large variety of disciplines, and its complexity justifies the difficulties in reaching a shared understanding and definition. As for all the social factors, trust is continuously evolving as a result of the changes in social, economic and technological conditions. The internet and many other Information and Communication Technologies (ICT) solutions have changed organizational and social life. Such mutated scenarios challenged what researchers know about trust, thus several studies tried to investigate the difference between online and traditional (physical) environments. The purpose of this paper is to solve this multi‐dimensional puzzle by presenting a conceptual framework that will take into consideration the complexity of ICT mediated‐trust.

Design/methodology/approach

The extant literature still lacks a homogeneous framework and presents a large amount of different perspectives, each one addressing a very specific issue. By using the methodology suggested by Short and Cropanzano the paper proposes a conceptual model for understanding the dynamics of trust in online settings. In doing so the authors' adopted the Actor Network Theory conceptual frame for disentangling the ambiguous role of technology in its relation with trust.

Findings

This paper provides an ultimate conceptual model on trust in virtual settings.

Research limitations/implications

The proposed model will help systematize the extant contributions and also identify the gaps that can be addressed by future researches.

Originality/value

The model permits the understanding of the dynamics of trust in online settings.

Details

Journal of Information, Communication and Ethics in Society, vol. 10 no. 3
Type: Research Article
ISSN: 1477-996X

Keywords

To view the access options for this content please click here
Book part
Publication date: 4 October 2019

Luca Giustiniano, Terri L. Griffith and Ann Majchrzak

For at least three decades, inter-organizational collaboration (IOC) has attracted scholarly attention and many studies have unveiled its inner dynamics. More recently…

Abstract

For at least three decades, inter-organizational collaboration (IOC) has attracted scholarly attention and many studies have unveiled its inner dynamics. More recently, new phenomena have appeared in the changing landscape of IOC, affecting the way in which organizations are open to interact with, and rely upon, other actors that may be standalone entities as well as representatives of other organizations. These actors operate “betwixt and between” the organizational core and its external environment(s), populating a liminal space located at the organization’s boundary in which activities take place according to non-proprietary and non-employment logics. The authors focus on the forms of collaboration, which blur the lines between organizations, calling into question the fundamental label of crowd-focused IOCs. The authors consider two forms: crowd-open and crowd-based organizations. The authors show the organizational design impact of openness spans from the mere scalability associated with organizational growth to the phenomena of reshaping formalization and standardization of roles and processes, and self-organizing over time.

Details

Managing Inter-organizational Collaborations: Process Views
Type: Book
ISBN: 978-1-78756-592-0

Keywords

To view the access options for this content please click here
Article
Publication date: 12 October 2015

Vincenzo Cavaliere, Sara Lombardi and Luca Giustiniano

This paper aims to investigate, following previous studies on knowledge-sharing (KS) processes that consist of knowledge donating (KD) and knowledge collecting (KC), the…

Downloads
2422

Abstract

Purpose

This paper aims to investigate, following previous studies on knowledge-sharing (KS) processes that consist of knowledge donating (KD) and knowledge collecting (KC), the relationship between KS processes and KS enablers to understand the effect of organizational, individual and technological factors.

Design/methodology/approach

The study is based on a Web survey. Data were collected from a sample of 759 knowledge workers selected from 23 knowledge-intensive manufacturing companies exposed to international markets and located in Tuscany (Italy). The analysis is based on multivariate regression models considering KD and KC as dependent variables.

Findings

The results show that individual, organizational and technological factors matter to KS. Specifically, the paper reports that individual-level enablers and supportive leadership have a positive effect on both sub-processes of knowledge sharing. Further, the organic management system has a strong and positive impact on KD, while the efficacy of information and communication technology solutions is positively related to KC.

Research limitations/implications

Although based on a geographically bounded perimeter, the analysis allows some generalizations. In fact, the paper proposes a set of enablers that empirically link micro- and macro-organizational mechanisms to KS.

Practical implications

The evidence described can help improve the organizational management of KS and, consequently, support managers dealing with organizational design aimed at successful KS.

Originality/value

The paper presents original results by combining individual, organizational and technological variables in the explanation of KS. It could be a basis for further studies.

Details

Journal of Knowledge Management, vol. 19 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

To view the access options for this content please click here
Article
Publication date: 11 May 2015

Luigi De Bernardis and Luca Giustiniano

The purpose of this paper is to examine the possible coexistence of single and multiple organizational identities (OIs) after mergers and acquisitions (M&A). In…

Downloads
1587

Abstract

Purpose

The purpose of this paper is to examine the possible coexistence of single and multiple organizational identities (OIs) after mergers and acquisitions (M&A). In particular, it describes how the sensemaking process leads the acquired and acquiring companies to maintain multiple identities, even after the formal conclusion of the integration process.

Design/methodology/approach

The paper presents a grounded study based on a single case study (M&A between a German chemical multinational and an Italian/Swiss pharmaceutical firm).

Findings

While many previous studies suggest that the evolution of OI reduces ambiguity by providing multiple identities under a shared commonality, this paper shows that multiple identities might survive within the same “new entity.”

Research limitations/implications

Despite being based on a single case, the paper argues that the choice of maintaining multiple identities may be even more appropriate than the tendency to converge toward one of the old ones or toward a new one. The “sense” that employees and managers give to the same “words,” as well as the “sense” that they make for them, mirrors the perception they have of the OI.

Practical implications

The conclusions presented could help managers to facilitate sensemaking as a means of dealing with multiple OIs.

Originality/value

Differently from the extant literature, the paper concludes by stating that striking a balance between single and multiple identities might provide the ideal platform for building a new identity based on plurality. When the two (or more) organizational contexts present some complementarities, the existence of multiple identities, and its inner ambiguity, is not a problem per se.

Details

Journal of Organizational Change Management, vol. 28 no. 3
Type: Research Article
ISSN: 0953-4814

Keywords

To view the access options for this content please click here
Article
Publication date: 11 July 2016

Luca Giustiniano, Sara Lombardi and Vincenzo Cavaliere

Based on the interactionist perspective proposed by Woodman et al. (1993), this paper conceives organizational creativity as a complex concept whose investigation requires…

Downloads
1793

Abstract

Purpose

Based on the interactionist perspective proposed by Woodman et al. (1993), this paper conceives organizational creativity as a complex concept whose investigation requires the understanding of the process, the product, the person, and the situation. Accordingly, the purpose of this paper is to enrich the understanding of how organizational creativity can be fostered by offering a framework which combines (inter-)individual-level learning (collecting knowledge from others), information sharing (through information and communication technology (ICT) infrastructures), and contextual factors (perceived top management support).

Design/methodology/approach

The empirical analysis draws on a sample of 362 employees from five subsidiaries of multinational corporations. The analysis is based on multivariate regression models considering organizational creativity as dependent variable.

Findings

The paper shows that individuals’ orientation toward learning from others significantly enhances organizational creativity. However, heavy ICT use negatively moderates the relationship between knowledge collecting and organizational creativity, while top management support does not show a significant moderating effect on the association between knowledge collecting and organizational creativity.

Research limitations/implications

Although based on a geographically bounded perimeter, the analysis allows some generalizations.

Originality/value

Based on these results, the paper contributes to the literature on organizational creativity by confirming the importance of providing a holistic view of the phenomenon, consistent with its inherent complexity. In so doing, it suggests organizations and their managers should simultaneously pay attention to individual and contextual factors when planning how to foster their firms’ creativity, as both of them are found to play a critical role in firms’ success and competitiveness.

Details

Management Decision, vol. 54 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Book part
Publication date: 30 November 2020

Antonio Daood, Cinzia Calluso and Luca Giustiniano

Decision-making has long been recognized as being at the core of organizational life. Yet, the cognitive mechanisms by which managers make decisions represent a critical…

Abstract

Decision-making has long been recognized as being at the core of organizational life. Yet, the cognitive mechanisms by which managers make decisions represent a critical field of exploration. In this context, business models (BMs) are cognitive representations of organizational architectures that managers use to orient their firms in the business environment. While BMs – as managerial schemas – have been extensively studied for their beneficial applications at the strategic level, scholarly attention has rarely focused on their dark side. In this chapter, we point out that BM thinking – that focuses excessively on established schemas – might narrow managerial cognition in the process of fine-tuning the current BM; in the process, opportunities for more radical BM innovation can be overlooked. We systematize March and Simon’s contribution on managerial cognition into a more comprehensive conceptual framework by integrating the perspectives of Kahneman, Baron, and Gollwitzer. The result is an epistemologically coherent framework for managerial cognition and decision-making that focuses on how managers can overcome cognitive biases that derive from a reliance on established BMs as schemas. We close this chapter with directions for further research.

To view the access options for this content please click here
Article
Publication date: 15 August 2016

Silvia De Simone, Gianfranco Cicotto, Roberta Pinna and Luca Giustiniano

Considering the ongoing international debate on the role of public administrations in economic systems, the interest around public service motivation (PSM) has…

Downloads
3785

Abstract

Purpose

Considering the ongoing international debate on the role of public administrations in economic systems, the interest around public service motivation (PSM) has significantly grown among practitioners and scholars in the past two decades. Following the research streams that have investigated topics of organizational behavior within the public context, the purpose of this paper is to examine the influence of PSM on public employees’ feelings of job satisfaction. The novelty of the study lies in linking some characteristics of the work context presumed to be more prevalent in public organizations with specific job characteristics, regarded as relevant antecedents of job satisfaction.

Design/methodology/approach

The study is based on two complementary studies conducted in an Italian public administration. The paper shows how PSM influences job satisfaction, job engagement, and life satisfaction.

Findings

This paper shows how PSM influences job satisfaction, job engagement, and life satisfaction. The findings display how job engagement affects both job and life satisfaction in such contexts. Additionally, the findings display how job engagement affects both job and life satisfaction in such contexts.

Research limitations/implications

Although based on a specific context of public administration, the analysis allows some generalizations.

Originality/value

Based on these results, the paper contributes to two main streams of the literature. First, it enriches the existing research on PSM by analyzing how it can be managed in complex organizations. Second, it informs the literature on job satisfaction and work-related stress and relates to the intersection between organizational behavior and human resource management that informs the drawing up of HR policies. Furthermore, the paper sheds new light on how to deal with such problems and at the same time opens new avenues for investigations.

Details

Management Decision, vol. 54 no. 7
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Book part
Publication date: 30 November 2020

Abstract

Details

Business Models and Cognition
Type: Book
ISBN: 978-1-83982-063-2

To view the access options for this content please click here
Book part
Publication date: 4 October 2019

Abstract

Details

Managing Inter-organizational Collaborations: Process Views
Type: Book
ISBN: 978-1-78756-592-0

1 – 10 of 18