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Article
Publication date: 11 September 2017

Marjolein C.J. Caniëls, Carmen Neghina and Nico Schaetsaert

The aim of this study is to empirically test the link between employee ambidexterity and two supportive organizational cultures, namely, a perceived culture of empowerment and a…

3783

Abstract

Purpose

The aim of this study is to empirically test the link between employee ambidexterity and two supportive organizational cultures, namely, a perceived culture of empowerment and a knowledge-sharing culture. Furthermore, the paper addresses the mechanisms through which these supportive organizational cultures work to enable employees to engage in ambidextrous behaviour. Specifically, the role of intrinsic motivation is investigated.

Design/methodology/approach

Data were obtained from 136 managers employed in the five main Belgian service sectors.

Findings

The findings indicate that a perceived culture of empowerment is positively related to intrinsic motivation, which in turn facilitates employee ambidexterity. Also, a moderating effect of extrinsic motivation on employee ambidextrous behaviour is found. At the same time, a perceived knowledge-sharing culture is having no effect on ambidexterity or intrinsic motivation.

Research limitations/implications

Insights into the roles of individuals in achieving ambidexterity help to advance the theoretical understanding of how a supportive organizational context may enhance employee ambidexterity.

Originality/value

Despite the growing body of research on antecedents of ambidexterity, there is still lack of thorough understanding of how a supportive organizational context may enhance employee ambidexterity and the roles of individuals in achieving ambidexterity. This is one of the first studies that investigate these factors in relation to individual level ambidexterity (as opposed to organization level ambidexterity).

Details

Journal of Knowledge Management, vol. 21 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 20 March 2017

Carmen Neghina, Josée Bloemer, Marcel van Birgelen and Marjolein C.J. Caniëls

Consumers’ underlying motives to co-create value are important when determining their willingness to engage in co-creation activities. However, the importance of their motives may…

4139

Abstract

Purpose

Consumers’ underlying motives to co-create value are important when determining their willingness to engage in co-creation activities. However, the importance of their motives may vary according to different service contexts. The purpose of this paper is to contribute to the value co-creation research by investigating how the service contexts shape consumers’ motives to co-create.

Design/methodology/approach

This paper is based on a survey of 284 consumers. By focusing on professional vs generic services (context), based on differences in knowledge intensity and workforce professionalism, the paper pinpoints the contextual nature of consumer motives to co-create.

Findings

The results show that in professional services consumers are positively influenced to co-create by developmental motives, whereas empowerment motives have a negative impact. In turn, the positive effects of individualizing and relating motives are predominant in generic services. Willingness to co-create is a strong determinant of intended co-creation behaviors, regardless of the service type.

Research limitations/implications

This study clearly shows the contextual nature of motives to co-create value, thereby questioning the generalizability of single-context studies.

Originality/value

This is the first paper to compare consumer motives to co-create across different service contexts.

Details

Journal of Service Management, vol. 28 no. 1
Type: Research Article
ISSN: 1757-5818

Keywords

Open Access
Article
Publication date: 24 June 2019

Marjolein C.J. Caniëls and Marcel F. van Assen

Whereas many studies address ambidexterity at the organizational level, much less is known about individual level ambidexterity. Moreover, there is a lack of thorough…

2012

Abstract

Purpose

Whereas many studies address ambidexterity at the organizational level, much less is known about individual level ambidexterity. Moreover, there is a lack of thorough understanding of how motivational orientations are related to individual level ambidexterity. Yet, it is crucial to have an understanding of what motivates employees who perform explorative and exploitative activities. This study aims to empirically test the link between the constellation of motivational orientations of employees and their ambidexterity.

Design/methodology/approach

The authors use polynomial regression analysis and surface response analysis to analyze data from 103 employees employed in one Dutch organization. Polynomial regressions allow for analyzing linear and nonlinear direct and interactive effects between different motivational orientations in relation to individual level ambidexterity.

Findings

For individual ambidexterity, it is important to have an assessment orientation that is balanced with a locomotion orientation. Alternatively, people high on only locomotion orientation or only assessment orientation are also ambidextrous.

Originality/value

Insights into the motivational orientation of employees in relation to ambidexterity help to advance the theoretical understanding of how employees may enhance their individual ambidexterity.

Details

Kybernetes, vol. 48 no. 10
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 2 January 2018

Quan Zhu, Harold Krikke and Marjolein C.J. Caniëls

The purpose of this paper is to demonstrate how inter-organizational learning (including supply chain learning and imitation prevention) mediates the relationships between supply…

3821

Abstract

Purpose

The purpose of this paper is to demonstrate how inter-organizational learning (including supply chain learning and imitation prevention) mediates the relationships between supply chain integration (SCI) and two dimensions of focal firm performance (i.e. customer service performance and innovation performance).

Design/methodology/approach

A cross-sectional approach was adopted with primary data collected through a survey in China. Data were analyzed using structural equation modeling with partial least-squares estimations.

Findings

The findings verify that inter-organizational learning mediates the relationship between SCI and focal firm performance. The results of sub-group model analysis illustrate that both powerful and weak focal firms benefit from inter-organizational learning, but in different ways.

Research limitations/implications

The responses were all from young executives who had four years’ work experience on average. Top-level executives may provide more comprehensive and accurate input for similar future research.

Practical implications

The results suggest that successfully integrating the supply chain to create customer value requires both supply chain learning and imitation prevention.

Originality/value

This paper responds to calls for an inter-disciplinary research between supply chain management and inter-organizational learning by taking into account supply chain learning and imitation prevention as links between SCI and both customer service performance for current success and innovation performance for future prosperity.

Details

International Journal of Operations & Production Management, vol. 38 no. 1
Type: Research Article
ISSN: 0144-3577

Keywords

Open Access
Article
Publication date: 13 August 2021

Arne Vanderstukken and Marjolein C.J. Caniëls

The current study is aimed at analyzing whether and how organizational constraints (i.e. lack of autonomy) and individual characteristics (i.e. psychological capital) are related…

3460

Abstract

Purpose

The current study is aimed at analyzing whether and how organizational constraints (i.e. lack of autonomy) and individual characteristics (i.e. psychological capital) are related to work alienation in subordinates and supervisors, and whether the often hypothesized relationship between autonomy and work alienation is moderated in a three-way interaction (autonomy × psychological capital × hierarchical level). The hypotheses are developed by drawing on the tenets of the job demands-resources model.

Design/methodology/approach

The study is based on two-wave survey data from 294 Dutch employees (subordinates and supervisors).

Findings

The paper finds that autonomy is more negatively related to work alienation for subordinates with low psychological capital than for subordinates with high psychological capital. Autonomy is negatively related to work alienation for leaders, independent of their level of psychological capital.

Originality/value

Antecedents of work alienation have received substantial attention from researchers. The authors aim to better understand these antecedents by highlighting differences between supervisors and subordinates.

Details

Career Development International, vol. 26 no. 5
Type: Research Article
ISSN: 1362-0436

Keywords

Open Access
Article
Publication date: 24 January 2018

Marjolein C.J. Caniëls, Judith H. Semeijn and Irma H.M. Renders

The purpose of this paper is to analyze whether and how employees’ proactive personality is related to work engagement. Drawing on job demands-resources theory, the study proposes…

47820

Abstract

Purpose

The purpose of this paper is to analyze whether and how employees’ proactive personality is related to work engagement. Drawing on job demands-resources theory, the study proposes that this relationship is moderated by a three-way interaction between proactive personality × transformational leadership × growth mindset.

Design/methodology/approach

The study is based on survey data from 259 employees of an internationally operating high-tech organization in the Netherlands.

Findings

In line with prior studies, support is found for positive significant relationships of proactive personality and transformational leadership with engagement. Additionally, transformational leadership is found to moderate the relationship between proactive personality and work engagement, but only when employees have a growth mindset.

Originality/value

The study advances the literature that investigates the proactive personality-engagement relationship. Specifically, this study is the first to examine a possible three-way interaction that may deepen the insights for how proactive personality, transformational leadership and growth mindset interact in their contribution to work engagement.

Details

Career Development International, vol. 23 no. 1
Type: Research Article
ISSN: 1362-0436

Keywords

Open Access
Article
Publication date: 5 January 2022

Ilkka Ritola, Harold Krikke and Marjolein C.J. Caniëls

Product returns information gives firms an opportunity for continuous strategic adaptation by allowing them to understand the reasons for product returns, learning from them and…

1779

Abstract

Purpose

Product returns information gives firms an opportunity for continuous strategic adaptation by allowing them to understand the reasons for product returns, learning from them and improving their products and processes accordingly. By applying the Dynamic Capabilities (DCs) view in the context of closed-loop supply chains (CLSC), this study explores how firms can continuously learn from product returns information.

Design/methodology/approach

This study adopts a qualitative Delphi study-inspired approach. Experts from industry and academia are interviewed in two interview rounds. First round of interviews are based on extant research, while the second round allows the experts to elaborate and correct the results.

Findings

This study culminates into a conceptual model for incremental learning from product returns information. The results indicate incremental learning from product returns can potentially lead to a competitive advantage. Additionally, the authors identify the sources of information, capabilities along with their microfoundations and the manifestations of product return information. Three propositions are formulated embedding the findings in DC theory.

Research limitations/implications

This study supports extant literature in confirming the value of product returns information and opens concrete avenues for research by providing several propositions.

Practical implications

This research elucidates the practices, processes and resources required for firms to utilize product returns information for continuous strategic adaptation. Practitioners can use these results while implementing continuous learning practices in their organizations.

Originality/value

This study presents the first systematic framework for incremental learning from product returns information. The authors apply the DC framework to a new functional domain, namely CLSC management and product returns management. Furthermore, the authors offer a concrete example of how organizational learning and DC intersect, thus advancing DC theoretical knowledge.

Details

The International Journal of Logistics Management, vol. 33 no. 5
Type: Research Article
ISSN: 0957-4093

Keywords

Open Access
Article
Publication date: 20 September 2022

Marcel F. van Assen and Marjolein C.J. Caniëls

In this study the authors investigate the relationship of both social (SLMX) and economic (ELMX) leader–member exchange with innovative work behaviour (IWB) and the potential…

1315

Abstract

Purpose

In this study the authors investigate the relationship of both social (SLMX) and economic (ELMX) leader–member exchange with innovative work behaviour (IWB) and the potential moderating effect of having a paradox mindset. A paradox mindset facilitates the recognition of tensions and the integration of competing demands and goals, which may fuel IWB.

Design/methodology/approach

At two points in time the authors gathered survey data from employees working in the mid and back office of a Dutch bank.

Findings

SLMX associates with innovative behaviour, whilst ELMX does not. However, when paradox mindset is included as a moderator, the authors find negative interaction effects of paradox mindset with both ELMX and SLMX.

Practical implications

The findings indicate that management should be aware of the impact that having a paradox mindset has on the innovative work behaviour of employees. Managers are well advised to assess the extent to which an employee entertains a paradox mindset and adjust the type of leadership appropriate to the situation, and in particular adjust the intensity of their exchange relationship with these employees.

Originality/value

Paradox mindset acts as a substitute for an employee's social relationship with the leader, as paradox mindset captures most of the variation in IWB, thereby drawing influence away from SLMX. This finding complements studies showing that a person's mindset can greatly influence innovative work behaviour.

Details

European Journal of Innovation Management, vol. 25 no. 6
Type: Research Article
ISSN: 1460-1060

Keywords

Open Access
Article
Publication date: 19 March 2024

Marjolein C.J. Caniëls and Petru Curseu

Leaders are role models and through social influence processes, they shape the behaviour of their followers. We build on social learning, social identity and person-environment…

Abstract

Purpose

Leaders are role models and through social influence processes, they shape the behaviour of their followers. We build on social learning, social identity and person-environment (P-E) fit theories of leadership to explore the association between leaders’ and followers’ resilient behaviours.

Design/methodology/approach

In a three-wave, multisource study amongst 269 Dutch leaders and their followers, we investigate the mediating role of coaching in the relationship between leaders’ resilient behaviour and followers’ resilient behaviour and the moderating role of regulatory focus in this mediation path.

Findings

Our results show that coaching is a key relational vehicle through which leaders’ resilient behaviours shape employees’ resilient behaviours, and this indirect association is stronger for employees scoring low on promotion focus. In addition, our results show that resilient employees attract more coaching from their leaders, which further strengthens their resilient behaviours.

Originality/value

Existing studies have shown the occurrence of trickle-down effects of various leader behaviours, moods and work states on those of their followers. However, it remained obscure whether leaders’ resilient behaviour could trickle down to followers’ as well. Our study shows that such a link indeed exists and that coaching is a relational vehicle that embodies two key mechanisms to (1) foster social learning through behavioural entrainment and contagion and (2) facilitate support provision through which leaders promote resilient behaviour in their followers.

Details

Leadership & Organization Development Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7739

Keywords

Content available
Article
Publication date: 28 November 2018

Marjolein C.J. Caniëls and Jeroen P. de Jong

Abstract

Details

Team Performance Management: An International Journal, vol. 24 no. 7/8
Type: Research Article
ISSN: 1352-7592

1 – 10 of 32