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The purpose of this paper is to propose a model to test the relationship between supply chain collaboration (SCC) and organizational responsiveness. Three types of information technology (IT) capability are considered as moderators in this relationship.

The study conducted a questionnaire survey of 208 firms from various industries in China. Hierarchical regression analysis was used to test the hypotheses.

SCC positively affects organizational responsiveness. Both outside-in and spanning IT capability positively moderates this relationship, whereas inside-out IT capability has a negative moderating effect on this relationship.

This research extends the knowledge regarding the value creation process of SCC from an organizational learning perspective. The study explores the moderating roles of three types of IT capability in this process and further clarifies the relationship between SCC and organizational responsiveness.

Scanning both the academic and popular business literature of the last 40 years puzzles the alert reader. The variety of prescriptions of how to be successful (effective, performing, etc.) 1 Organizational performance, organizational success and organizational effectiveness will be used interchangeably throughout this paper.1 in business is hardly comprehensible: “Being close to the customer,” Total Quality Management, corporate social responsibility, shareholder value maximization, efficient consumer response, management reward systems or employee involvement programs are but a few of the slogans introduced as means to increase organizational effectiveness. Management scholars have made little effort to integrate the various performance-enhancing strategies or to assess them in an orderly manner.

This study classifies organizational strategies by the importance each strategy attaches to different constituencies in the firm’s environment. A number of researchers divide an organization’s environment into various constituency groups and argue that these groups constitute – as providers and recipients of resources – the basis for organizational survival and well-being. Some theoretical schools argue for the foremost importance of responsiveness to certain constituencies while stakeholder theory calls for a – situation-contingent – balance in these responsiveness levels. Given that maximum responsiveness levels to different groups may be limited by an organization’s resource endowment or even counterbalanced, the need exists for a concurrent assessment of these competing claims by jointly evaluating the effect of the respective behaviors towards constituencies on performance. Thus, this study investigates the competing merits of implementing alternative business philosophies (e.g. balanced versus focused responsiveness to constituencies). Such a concurrent assessment provides a “critical test” of multiple, opposing theories rather than testing the merits of one theory (Carlsmith, Ellsworth & Aronson, 1976).

In the high tolerance level applied for this study (be among the top 80% of the industry) only a handful of organizations managed to sustain such a balanced strategy over the whole observation period. Continuously monitoring stakeholder demands and crafting suitable responsiveness strategies must therefore be a focus of successful business strategies. While such behavior may not be a sufficient explanation for organizational success, it certainly is a necessary one.

The purpose of this paper is to investigate the operations strategy of service firms (hotels) in order to determine whether the infrastructural aspects of their operational practices, i.e. leadership competency and organizational culture, would affect their responsiveness (as a cumulative capability) to their employees and customers and eventually their performance (increase in revenue).

The approach takes the form of an empirical analysis of data (using structural equation modeling) obtained via a questionnaire survey involving 88 hotels of various ratings in Malaysia.

The findings indicate that leadership competency and organizational culture have positive relationships with responsiveness. In addition, responsiveness has a positive relationship with hotel revenue. These findings imply that leadership competency and organizational culture are important factors for hotels to be responsive to their customers, and in turn responsiveness to customers would improve hotel revenue

Some limitations include those that come with cross‐sectional analysis, the use of perceptual measures, and low response rate.

Hotel managers need not only to improve their leadership competency but also to instil an organizational culture that is supportive of their employees. These operations practices would make their hotel more responsive to customer needs, which in turn would help to improve their hotel performance.

There are differences between this study and prior studies. Leadership competency was examined in the context of service operations practices where evidence was provided that leadership competency would affect cumulative capability of responsiveness of service firms. Organizational culture was viewed in the context of operations practices, where the finding implies that organizational culture practices, such as attentive listening to staff, giving reward and recognition for their performance, and taking care of their welfare, would lead to a positive effect on the ability of a hotel to be responsive toward their customer needs.

Crisis management entails among other things developing organizational systems that are capable of reacting to unpredictable and different types of crises. It also involves designing cohesive operational elements to deal with the local dynamics of an actual crisis situation. This challenge of responsiveness – where organizations simultaneously need to react to change demands of different task environments – has hardly been investigated in management theory. The purpose of this paper is to initiate to shed more light on this blind spot.

Modular organizing and organizational sensing are introduced as key drivers of organizational responsiveness. Based on a large-scale survey among 1,200 senior officers the study investigates how these two variables have influenced the responsiveness of the Netherlands armed forces for crisis response deployment.

The findings indicate that the level of modularization is an important facilitator of organizational responsiveness. Organizational systems that are made up of semi-autonomous work groups are in a better position to simultaneously live up to the change demands of different environmental levels than organizations that follow a fine-grained modularization approach.

It uses the military crisis response organization as an exemplary case for project-based organzations in general to take advantage of.

The purpose of this study is to investigate how managers' abilities to design and implement organizational change initiatives affects supply chain (SC) responsiveness. Extant research focuses on specific process and resource options to address responsiveness, with only limited reference to managers' capabilities in adapting to new organization designs that organize processes and resources. Consequently, organizational theory that characterizes the implications of developing and implementing various designs is ignored. The study directly leverages organization adaption, organization design and the dynamic managerial capabilities literature to address the question of how to improve SC responsiveness.

Qualitative data are used to identify specific dynamic managerial capability constructs, as well as the expected relationships depicted in our conceptual model. The authors test these relationships using quantitative survey data collected from 199 SC leaders.

The authors find that capabilities in organization design, functional leader negotiations and workforce communications foster SC responsiveness via improved structural adaptability (SA). The findings explain how and when organization design actions impact SA and responsiveness, and more importantly, why managers should invest in developing a workforce communication capability as the foundation for organizational adaptability.

By applying organization adaption, organization design and dynamic managerial capabilities concepts, the research expands the existing study of responsiveness in the SC organizational context.

To test how responsiveness to key organizational stakeholders (owners, customers, employees) is related to organizational effectiveness (OE). Focused versus balanced strategies of responsiveness are compared.

Employs Boolean algebra to study performance of 69 companies in three industries over a ten‐year period. Responsiveness to key stakeholders and performance are measured using publicly available data provided by these organizations (Compustat by Standard & Poor's).

Provides evidence that balanced responsiveness to multiple constituencies is more likely to lead to high OE than focused responsiveness to a single one. Trade‐offs in responsiveness to key stakeholders are found supporting the idea that serving multiple interests is challenging. Most results are not industry‐specific – the usefulness of a balanced strategy of responsiveness may be generalized.

Responsiveness embraces organizational behaviors not covered by accounting information. Development of more comprehensive responsiveness measures may be a fruitful avenue for further research. Analyses are limited to a subset of key stakeholders and three industries.

Provides evidence that organizations avoiding extreme unresponsiveness to any of its key stakeholders are more effective. Aiming for above‐average responsiveness to any constituency only pays off if no other constituency simultaneously enjoys below‐average responsiveness.

This article develops a comprehensive methodological framework to assess strategies comparing balanced versus focused responsiveness to multiple organizational constituencies. Empirical results should be of relevance to strategy practitioners and scholars alike.

Recently, the interest of scholars studying procedural justice in policing has shifted from the relationship between procedural justice and citizen compliance to trust in police officers’ perceptions of who exercises it. This study explores the relationship between organizational justice and the perception of procedural justice from the perspective of police officers. Furthermore, it investigates the mediating roles of discretion and responsiveness.

Using 441 survey responses from South Korean police officers, a mediation model is outlined and tested using structural equation modeling (SEM). The results showed that police officers’ perceptions of organizational justice had indirect effects on the perceived importance of procedural justice. Moreover, discretion and responsiveness mediate the relationship between organizational justice and perceived procedural justice.

Officers who perceive police fairness are more likely to have a positive perception of procedural justice toward citizens when they have a higher level of discretion and responsiveness. However, police officers’ perceptions of organizational justice are not directly linked to their perceptions of procedural justice.

This study contributes to the generalization of knowledge by empirically testing Van Craen’s theoretical model of the Korean police. It also expands the existing theoretical model by investigating the influence of overall organizational justice and its possible mediators on procedural justice.

The interaction between opening and closing behaviors of ambidextrous leadership produces “change” force throughout the organization in proactive response to market forces. This research aims to assess the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and market responsiveness. The research also seeks an insight into how external supply chain integration moderates the positive effect of EO on market responsiveness.

Research data were collected from 327 meso-level managers and 517 subordinates from chemical manufacturing companies in the Vietnam business context.

Research findings shed light on the positive effect of ambidextrous leadership on EO, which in turn contributes to market responsiveness. The moderation role that external supply chain integration plays on the EO–market responsiveness linkage was also grounded on the data set.

Through the identification of the predictive roles of ambidextrous leadership and EO for market responsiveness, the current research indicates the convergence between leadership, EO and market responsiveness research streams.

Drawing on the theoretical model of ability–motivation–opportunity (AMO), the author conceptualizes joint learning as the ability, relational capital as motivation and co-production as an opportunity. The purpose of the study is to explore whether joint learning, relational capital and co-production, representing the constituents of the AMO, can enhance customer responsiveness.

The authors explore three possible configurations of the AMO framework, the additive model (primary effect), the combination model (two-way interactions) and the multiplicative model (a three-way interaction). The model is empirically tested by collecting primary data from 149 manufacturers in the information technology industry from Taiwan. In addition, hierarchical regression analysis was performed to test hypotheses.

The findings indicate strong support for the additive model, suggesting that joint learning, relational capital and co-production can enhance customer responsiveness, respectively. Also, the results of this study show strong support for the multiplicative model, indicating that the relationship between joint learning and customer responsiveness is positively significant only when both relational capital and co-production are high.

Suppliers can use the findings from this study to develop their joint learning and understand how joint learning in a buyer–supplier relationship enhances customer responsiveness. Specifically, this study guides firms that seek to understand relational capital and co-production seem to support the effectiveness of joint learning.

This study suggests that although joint learning enhances the ability to engage in customer responsiveness, the suppliers need adequate motivation and opportunity to exploit this ability entirely.

The growing instability of the labor market will almost certainly result in more employees whose values misfit with their organization’s. This paper draws from the exit-neglect-voice-loyalty model to examine a broader range of responses to misfit; explores sociopolitical resources as the mechanisms through which misfit transmits its effects and investigates job mobility as a boundary condition enhancing or constraining responses to misfit.

A novel model (N = 152 New Zealand employees) examined links from misfit to two sociopolitical resources (perceived influence and organizational responsiveness) and from these to exit-neglect-voice-loyalty moderated by job mobility. Supplemental analyses examine moderated-mediation.

Misfit negatively predicted both sociopolitical resources, perceived influence and organizational responsiveness. Moderated-mediation analyses showed that the constructive reactions to misfit (voice and loyalty) were predicted conditionally at low levels of job mobility and indirectly via the respective sociopolitical resources. In contrast, destructive reactions to misfit (exit and neglect) were predicted directly, with neglect predicted at high levels of job mobility.

Implications for human resource practitioners highlight the deleterious repercussions of misfit but also include the conditions under which misfit employees may attempt to constructively salvage their employment relationship.

This study integrates a broader set of concurrent responses to misfit using the exit-neglect-voice-loyalty typology, as well as introducing sociopolitical perspectives to the literature on misfit.