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Article
Publication date: 4 January 2013

316

Abstract

Details

International Journal of Sustainability in Higher Education, vol. 14 no. 1
Type: Research Article
ISSN: 1467-6370

Article
Publication date: 9 May 2019

Yi-Ying Chang, Ian Hodgkinson, Paul Hughes and Che-Yuan Chang

The purpose of this paper is to examine the role of intermediate knowledge mechanisms on the participative leadership–employee exploratory innovation relationship using a distal…

1531

Abstract

Purpose

The purpose of this paper is to examine the role of intermediate knowledge mechanisms on the participative leadership–employee exploratory innovation relationship using a distal mediation model.

Design/methodology/approach

Deploying a time-lagged questionnaire method implemented over four business quarters, data are generated from 1,600 responses in R&D units of Taiwanese technology firms.

Findings

The structural equation modeling results reveal that participative leadership is positively related to employee exploratory innovation; coworker knowledge and absorptive capacity partially mediate the relationship between participative leadership and employee exploratory innovation independently; and coworker knowledge sharing in combination with absorptive capacity partially mediates this relationship.

Originality/value

The findings contribute new knowledge on the relationship between participative leadership and employee exploratory innovation by uncovering intermediate knowledge mechanisms that augment this relationship.

Open Access
Article
Publication date: 6 June 2018

E. Pieter Jansen

Although management accounting tools and techniques are developed to solve practical problems in organizations, there is a lot of criticism of management accounting research for…

19439

Abstract

Purpose

Although management accounting tools and techniques are developed to solve practical problems in organizations, there is a lot of criticism of management accounting research for not having an impact on practice. In interventionist research, the “shaping” of an intervention to solve a practical problem is an important step. The purpose of this paper is to explore how the findings of management accounting research can be reviewed to make them practically applicable in shaping an intervention.

Design/methodology/approach

The paper is based on the author’s experiences with an interventionist research project.

Findings

Systematic literature reviews, which are common in engineering and medicine, bring together the academic knowledge that can contribute to solutions for a specific practical problem, including a definition of the ways in which this knowledge can be applied. Inspired by the methodology for conducting such reviews, this paper proposes how interventionist management accounting researchers can use existing theoretical knowledge in shaping interventions that aim to solve a practical problem. After an intervention, the analysis of the intervention’s unforeseen effects can provide a basis for the refinement of the theory identified in the literature review.

Research limitations/implications

Such a literature review can be organized according to four approaches to taking theoretical knowledge into practice. Unforeseen effects of the intervention can guide the selection of additional theory that helps to interpret these effects and refine normative and academic theory.

Originality/value

In management accounting it is uncommon to review the literature with the aim of shaping a solution for a practical problem. This paper explores how literature reviews that focus on a specific practical problem can contribute to bridging the gap between theory and practice.

Details

Accounting, Auditing & Accountability Journal, vol. 31 no. 5
Type: Research Article
ISSN: 0951-3574

Keywords

Article
Publication date: 13 February 2017

Sabrine El Baroudi, Chen Fleisher, Svetlana N. Khapova, Paul Jansen and Julia Richardson

The purpose of this paper is to examine the moderating role of pay in the relationship between employee ambition and taking charge behavior, and its subsequent effects on employee…

2780

Abstract

Purpose

The purpose of this paper is to examine the moderating role of pay in the relationship between employee ambition and taking charge behavior, and its subsequent effects on employee career satisfaction.

Design/methodology/approach

A two-wave quantitative investigation was conducted among alumni of a large public university in the Netherlands.

Findings

The results show that taking charge behavior mediates the positive relationship between employee ambition and career satisfaction. They also show that pay positively moderates this mediation, such that the relationship between employee ambition and taking charge behavior is stronger when ambitious employees receive an increase in pay, leading to increased career satisfaction. Conversely, a decrease in pay does not moderate ambitious employees’ taking charge behavior and the impact on their career satisfaction.

Research limitations/implications

The study draws on self-report data collected in one country: the Netherlands.

Practical implications

The study highlights the importance of pay for higher job involvement, demonstrating its impact on taking charge behavior among employees with higher levels of ambition.

Originality/value

This is the first empirical study to examine the impact of pay on employees’ taking charge behavior and the subsequent implications for career satisfaction.

Details

Career Development International, vol. 22 no. 1
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 15 November 2017

Dagmar Daubner-Siva, Claartje J. Vinkenburg and Paul G.W. Jansen

The purpose of this paper is to adopt a paradox lens for dovetailing the human resource management sub-domains of talent management (TM) and diversity management (DM), in the…

1858

Abstract

Purpose

The purpose of this paper is to adopt a paradox lens for dovetailing the human resource management sub-domains of talent management (TM) and diversity management (DM), in the attempt to create closer alignment between the two.

Design/methodology/approach

The authors review paradox theory, TM and DM literatures and formulate a paradox that becomes apparent when considering TM and DM simultaneously.

Findings

The authors coin this tension as the “exclusion-inclusion paradox,” highlighting that TM and DM reflect contradictory, yet interrelated principles: organizations promote exclusion through a TM architecture that focuses on the identification and development of a few selected employees, while simultaneously, organizations promote inclusion, in the attempt to minimize existing inequalities for traditionally marginalized groups.

Practical implications

Once uncovered, the exclusion-inclusion paradox enables organizational actors to make choices on whether to respond actively or defensively to the paradox. The authors argue for active responses in order to work through the paradox.

Originality/value

This is the first paper adopting a paradox lens in order to interweave the DM literature with TM literature in the attempt to explain how DM and TM constitute contradicting yet interrelated principles.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 4 no. 4
Type: Research Article
ISSN: 2051-6614

Keywords

Article
Publication date: 11 March 2019

Tuan Trong Luu, Khai Dinh and David Qian

The interaction between opening and closing behaviors of ambidextrous leadership produces “change” energy among employees. The purpose of this paper is to assess the role of…

1694

Abstract

Purpose

The interaction between opening and closing behaviors of ambidextrous leadership produces “change” energy among employees. The purpose of this paper is to assess the role of ambidextrous leadership in fostering job crafting via entrepreneurial orientation. The paper also seeks an insight into how organizational social exchange moderates the effect of ambidextrous leadership on entrepreneurial orientation.

Design/methodology/approach

Research data were garnered from 427 supervisor–subordinate dyads from software companies in the Vietnamese business context.

Findings

Research findings corroborated the positive relationship between ambidextrous leadership and entrepreneurial orientation, which is positively associated with job crafting. Research results also provided evidence for the mediation role of entrepreneurial orientation for the positive link between ambidextrous leadership and job crafting, as well as for the moderation role of organizational social exchange for the effect of ambidextrous leadership on entrepreneurial orientation.

Originality/value

Research findings have extended ambidexterity theory of leadership by identifying job crafting as an outcome of ambidextrous leadership and entrepreneurial orientation as a mediator for this relationship.

Details

European Business Review, vol. 31 no. 2
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 21 October 2021

Benjamin P. Dean

Ambidexterity in teams represents powerful dynamic capabilities for innovation and adaptation in rapidly changing environments. This study focused on the emerging concept of team…

Abstract

Purpose

Ambidexterity in teams represents powerful dynamic capabilities for innovation and adaptation in rapidly changing environments. This study focused on the emerging concept of team ambidexterity. Primary purposes were to consolidate emerging research on ambidexterity within teams and to synthesise antecedent inputs.

Design/methodology/approach

This study applied a systematic content-based review method to collect articles relevant to enabling ambidexterity within teams. The study integrated relevant studies on ambidexterity and on teams and teamwork. It analysed content through theoretical frameworks of ambidexterity and dynamic capabilities.

Findings

Team ambidexterity constitutes a distinct and increasingly important organisational concept beyond just supporting firm-level ambidexterity. Team ambidexterity depends on inputs that can include ambidexterity's multilevel, generic mechanisms and additional team-centric inputs specially characterising teams.

Practical implications

Organisational leaders need insights into the valuable potential of ambidextrous teams that can increase innovation and enable successful adaptation at an operational level for longterm survival and competitive advantage in volatile environments. The study highlights the essential inputs for designing and equipping ambidextrous teams.

Originality/value

Team ambidexterity research is growing, but so far it has mostly addressed team ambidexterity as a microfoundation supporting firm-level ambidexterity. Existing studies have remained mostly disparate and unorganized. This study appears unique in having identified and synthesised studies most relevant to developing ambidexterity within teams. The study articulated a more comprehensive understanding of team ambidexterity, derived a novel set of team-centric inputs and analysed ambidexterity as dynamic capabilities at operational unit level.

Details

International Journal of Productivity and Performance Management, vol. 71 no. 6
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 24 July 2019

Yi-Ying Chang, Che-Yuan Chang, Chung-Wen Chen, Y.C.K. Chen and Shu-Ying Chang

The purpose of this paper is to examine if personal identification could explicate the black box between participative leadership and employee ambidexterity. Also, the authors aim…

1193

Abstract

Purpose

The purpose of this paper is to examine if personal identification could explicate the black box between participative leadership and employee ambidexterity. Also, the authors aim to explore how and why the top-down effects of higher-level leadership styles affect lower-level outcomes.

Design/methodology/approach

The authors collected multilevel and multisource data from top manager teams, and unit managers and employees of research and development, marketing and sales, and operations from Taiwanese technology firms.

Findings

The results revealed that individual-level personal identification partially mediated the relationship between firm-level participative leadership and individual-level employee ambidexterity, and individual-level coworker social support moderated the effect of firm-level participative leadership on individual-level employee ambidexterity through individual-level personal identification.

Originality/value

This paper demonstrated the importance of participative leadership and personal identification. It contributed to profound comprehension for potential mechanisms of individual-level personal identification and an enhancer of individual-level coworker social support why and how affects firm-level participative leadership on individual-level employee ambidexterity.

Open Access
Article
Publication date: 27 December 2022

Jana Retkowsky, Sanne Nijs, Jos Akkermans, Paul Jansen and Svetlana N. Khapova

The purpose of this paper is to provide a synthesis of the contingent work field and to advocate a sustainable career perspective on contingent work.

4554

Abstract

Purpose

The purpose of this paper is to provide a synthesis of the contingent work field and to advocate a sustainable career perspective on contingent work.

Design/methodology/approach

Adopting a broader review approach allowed to synthesize the contingent work literature across contingent work types (temporary agency work, gig work and freelance work) and develop a sustainable career perspective on contingent work. The authors searched for empirical, conceptual and review articles published from 2008 to December 2021. In total, the authors included 208 articles.

Findings

The authors advocate a sustainable career perspective that allows for organizing and synthesizing the fragmented contingent work literature. Adopting a sustainable career perspective enables to study contingent work from a dynamic perspective transcending one single organization.

Originality/value

The field is suffering from fragmentation and most importantly from an oversight of how contingent work experiences play a role in a persons’ career. This paper addresses this problem by adopting a sustainable career perspective on contingent work.

Open Access
Article
Publication date: 8 October 2021

Matteo Mura, Pietro Micheli and Mariolina Longo

This study aims to investigate how dynamic tensions between performance measurement system (PMS) uses enable organizations to achieve both exploitation and exploration and enhance…

2778

Abstract

Purpose

This study aims to investigate how dynamic tensions between performance measurement system (PMS) uses enable organizations to achieve both exploitation and exploration and enhance firm performance.

Design/methodology/approach

The authors collected survey data on 153 Italian companies. Scales for each construct were validated through an exploratory factor analysis. Data on firm performance were cross-validated by using lagged accounting data. The authors tested our hypotheses using hierarchical ordinary least squares regressions, together with bootstrapping procedures for the test on mediation.

Findings

A diagnostic use of PMS has a positive association with both exploitation – e.g. reductions in total costs and lead times – and exploration, e.g. introduction of new products and extension of product ranges. The dynamic tension created by a joint diagnostic and interactive use has the strongest association with organizational ambidexterity, measured as the multiplicative interaction between exploration and exploitation.

Practical implications

If an organization or business unit is mainly pursuing exploitative goals, a mainly diagnostic use of PMS would be most suitable. If goals are both exploitative and explorative, a mix of diagnostic and interactive uses would be most effective.

Originality/value

This research helps reconcile conflicting views in the literature. The diagnostic use of PMS, far from acting as a “negative force,” appears to be necessary to guide opportunity search and to establish an appropriate scope for exploration-related activities. The authors’ focus on the uses of PMSs shows that ambidexterity is achieved through managerial capability, rather than just through the introduction of systems and structures.

Details

International Journal of Operations & Production Management, vol. 41 no. 13
Type: Research Article
ISSN: 0144-3577

Keywords

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