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1 – 10 of over 6000Hardeep Chahal, Pankesh Kumar, Neetu Kumari and Saguna Sethi
The purpose of this study is to understand the concept of stakeholder marketing orientation (SMO), its dimensionality and the development of an SMO scale. Further, the study also…
Abstract
Purpose
The purpose of this study is to understand the concept of stakeholder marketing orientation (SMO), its dimensionality and the development of an SMO scale. Further, the study also aims to analyze the impact of SMO on business performance (BP) in Indian pharmaceutical marketing companies. The moderating role of organizational culture between the study variables (i.e. SMO and BP) is also evaluated.
Design/methodology/approach
The data regarding SMO are gathered from 93 owners/managers of pharmaceutical marketing companies operating in North India. The underlying dimensions of the scale are identified through exploratory factor analysis. Further, the reliability and validity of the scales are also checked. Further, the partial least square (PLS) technique is used to analyze the study variables.
Findings
SMO is established as a multi-dimensional scale comprising system thinking (personal consideration of stakeholder, the relationship of stakeholder, systematic problem-solving and interdependence), paradoxical thinking (decision control and autonomy, uniformity and individualization and distance and closeness) and democratic thinking (ease for the stakeholders to share their voice, involvement in decision-making, the existence of participatory culture in the organization). The SMO showed a positive and significant impact on BP (market growth, return on investment, return on asset and market share). Further, the results also indicated the moderating role of organizational culture between SMO and BP relationship.
Research limitations/implications
This study primarily focuses on the measurement of SMO, exploring its dimensions (system thinking, paradoxical thinking and democratic thinking) and validating using exploratory factor analysis (EFA) and PLS techniques. Further, the sample size of the study is small (n = 93), and hence confirmatory factor analysis (CFA) and covariance based-SEM could not be applied. It is suggested that future research needs to be undertaken with a bigger sample in the pharmaceutical sector and later in other sectors to validate the results of the study. The impact of moderating variables such as organizational culture, industry size, type and owner experience can also be explored between the study variables in the future. The study is limited to the measurement of SMO from owners/managers’ perspectives, other internal (employees) and external stakeholders such as suppliers, distributors, chemists and hospitals were not contacted because of time constraints. Future research needs to consider the perspectives of these stakeholders in grounding the conceptual framework of SMO.
Originality/value
This research contributes to the development of the SMO scale. It is identified as a practice, based on system thinking, paradoxical thinking and democratic thinking, which provides an organization with better performance. The study results help in strengthening SMO and BP in pharmaceutical marketing industries.
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This article brings a new, broad conceptual framework to the quest for understanding dynamic capability in organizations (i.e., “managing on the edge of chaos”). This approach…
Abstract
This article brings a new, broad conceptual framework to the quest for understanding dynamic capability in organizations (i.e., “managing on the edge of chaos”). This approach rests on two major ideas: (i) a duality–paradox perspective and (ii) new typologies of organizational learning (OL) and individual action/thinking. A case of radical innovation at Microsoft provides a multilevel stimulus. Understanding it requires a focus on two dualistic challenges. For use in future ODC research and practical assessment, this broad new conceptual framework includes: (i) collaboration as a central concept; (ii) duality–paradox as a key source of conflicts that can threaten collaboration; (iii) five types of OL, (iv) four types of individual action/thinking, including paradoxical thinking, and (v) the proposition that “golden dualities” can be created from once-troubling duality situations (where critical collaboration was in danger) which have been transformed from the metaphorical “odd (contentious) couple” into a “productive (collaborative) partnership.”
Sirkka L. Jarvenpaa and Alina Wernick
This paper aims to advance the paradox management perspective by applying it to open innovation networks in Finland and argues that paradox management is an important explicit…
Abstract
Purpose
This paper aims to advance the paradox management perspective by applying it to open innovation networks in Finland and argues that paradox management is an important explicit logic to consider in the management of open innovation.
Design/methodology approach
Interviews sought the views of diverse network participants, including companies, universities, and government agencies.
Findings
The open innovation networks exhibited many of the same tensions discussed in innovation initiatives within organizations, but additional complexities arose from both internal and external factors.
Research limitations/implications
The study examined open innovation networks when the collaboration in the networks was still in early phases. Thus, the study does not capture the paradoxes, underlying tensions, and management approaches as they change in later phases.
Practical implications
The open innovation networks require the ability to excel in managing a set of paradoxical tensions using a complex repertoire of approaches. Open innovation can be seen as an important way to create dynamicity and change, and if managers are able to manage tensions using a complex set of behavioral approaches, they can more likely achieve increased innovation.
Originality/value
The open innovation literature recognizes paradoxes but does not address their management directly. This paper deepens the understanding of paradoxical tensions and their management across open innovation networks that take the form of public‐private partnerships.
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An increasing number of last mile deliveries (LMDs) pose many sustainability challenges that retailers and logistics service providers (LSPs) can address. Using cognitive frames…
Abstract
Purpose
An increasing number of last mile deliveries (LMDs) pose many sustainability challenges that retailers and logistics service providers (LSPs) can address. Using cognitive frames (CFs) as a lens, this study explored how retail and LSP managers make sense of sustainable LMDs.
Design/methodology/approach
The methodological approach used is a multiple embedded case study. The data were obtained from interviews with retailers and LSPs, supplemented with secondary data for triangulation.
Findings
The findings present the operational aspects of LMDs that managers associate with sustainability and indicate that retail and LSP managers frame sustainability primarily as emission reduction. Managers indicate an externalization of responsibility and a compartmentalization of the supply chain, in which social sustainability is not associated with the last mile. Most managers indicate hierarchical CFs regarding sustainability, in which sustainability is an important topic but is subordinate to economic interests.
Practical implications
Collaboration between retailers, LSPs and other stakeholders is viewed as challenging but could alleviate some of the sustainability shortcomings and aid in the paradoxical framing and inclusion of social issues.
Originality/value
A conceptualization of managerial CFs for sustainable LMDs, together with empirical frame indicators and three propositions, is presented, providing novel insights into how paradoxical CFs could make LMDs more sustainable. This approach illuminates the possibilities for how to untangle the operational manifestations of managerial framing and adds to the empirical exploration of CFs in supply chain management.
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Ting Xu and Jiazhan Wang
The COVID-19 pandemic has caused havoc on a global scale for supply chains, which put forward higher demand for organizations to reassess their global supply chain strategy and…
Abstract
Purpose
The COVID-19 pandemic has caused havoc on a global scale for supply chains, which put forward higher demand for organizations to reassess their global supply chain strategy and improve supply chain sustainability. The purpose of this paper is to understand how leader's paradoxical cognition affect supply chain sustainability.
Design/methodology/approach
This study conceptualizes a research model grounded in upper echelons theory and propose a chain-mediating model under the moderating effect of big data analytics. Using PLS-SEM method, we test the hypotheses using survey data collected from supply chain managers or leaders of the supply chain team from 193 firms.
Findings
The results indicate that supply chain ambidexterity and organizational learning play a mediating role in the relationship between leaders' paradoxical cognition on supply chain sustainability, respectively, and these two variables have a chain-mediating role in the relationship above. In addition, the big data analytics negatively moderates the relationship between leader's paradoxical cognition and organizational learning, and further moderates our chain mediating model.
Originality/value
This research initiatively focuses on the micro-foundations of supply chain sustainability from managerial cognition and firstly provides empirical evidence about the impact of leader's paradoxical cognition on supply chain sustainability.
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Zijie Li and Qiuling Gao
The purpose of this paper is to offer an alternative framework and solution for balancing exploitation–exploration tensions and their management.
Abstract
Purpose
The purpose of this paper is to offer an alternative framework and solution for balancing exploitation–exploration tensions and their management.
Design/methodology/approach
A case study method was adopted to uncover what underlies tensions and contradictions between exploitation–exploration that emerge for Chinese manufacturing companies due to the competitive global environment and their latecomer disadvantages when they source new technologies by cross-border mergers and acquisitions. The acquiring firm that acquires two companies is thus not a single but a cross-case study.
Findings
The authors present three contradictory points needing to be balanced and according to which three paradoxes emerge: exploitation from a similar knowledge base and innovation from a complementary knowledge base, efficiency and flexibility, as well as profit and breakthroughs. The authors theorize how paradoxical integration helps manage these interwoven tensions. Further, the assimilate-integration-apply (AIA) path suggests a new behavior logic and path choice for Chinese companies when they follow an ambidextrous strategy.
Research limitations/implications
This paper has implications for future research and for companies’ everyday practice on ambidexterity in Chinese society.
Originality/value
The authors combine ambidexterity perspective and AIA path with linkage-leverage-learning (LLL) to offer an alternative framework and solution for balancing exploitation–exploration paradoxes in EE firms’ internationalization to increase LLL’s explanatory power.
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Mika Gabrielsson, Hannu Seristö and John Darling
Because of globalization, an increased focus on more effective team‐building has become a greater priority. The purpose of this paper is to suggest and describe a new paradigm of…
Abstract
Purpose
Because of globalization, an increased focus on more effective team‐building has become a greater priority. The purpose of this paper is to suggest and describe a new paradigm of key leadership perspectives that is of major importance and value to this effort.
Design/methodology/approach
This paper is based on extensive research by the authors regarding the leadership perspectives global managers consider to be of major importance in the team‐building that has helped them achieve success.
Findings
The key leadership perspectives are: paradoxical thinking that nurtures understanding based upon use of both hemispheres of the brain; controlled reflecting that fosters reactions based on internal self‐talk rather than external events; intentional focusing that facilitates the ability to be centered on expected outcomes; instinctive responding that cultivates the ability to recognize and use intuitive impulses; inclusive behaving that nurtures actions based upon a concern for the whole; purposeful trusting that places confidence in events and processes that accompany change; and relational being that fosters strength by maintaining positive interactions with others.
Research limitations/implications
This new paradigm will contribute to science within the field of global strategic management by filling the gap of developing a global leadership model.
Practical implications
Firms must find new and creative ways, such as the proposed new management leadership team‐development paradigm, to interact with, motivate and mentor management teams to achieve the desired levels of global operations.
Originality/value
In this paper, a new array of leadership perspectives is presented that can appreciably impact the effectiveness of management and team‐building in a globally‐based organization.
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John R. Darling, Victor L. Heller and Bennie J. Wilson
Socioeconomic stress has been a major influence on organizational development during the past decade, and will continue for the foreseeable future. This treatise aims to focus on…
Abstract
Purpose
Socioeconomic stress has been a major influence on organizational development during the past decade, and will continue for the foreseeable future. This treatise aims to focus on The Key and its importance for effective organizational development via leadership responses to communication challenges during the present era. It is a conceptual paper based on an actual case.
Design/methodology/approach
The Key is a concept that refers to the thoughts and feelings (based on attitudes) that a leader reflects in communications and interactions with his/her universe, a universe that exists both internally within an organization as well as externally to it. The case focuses on communication challenges encountered by Judith Campbell, executive vice president of Creative Innovations, Ltd, and her interaction with Jonathan Bryant, president of Bryant and Associates, Ltd, an organizational development firm. Communication challenges that had arisen primarily due to socioeconomic stress, were seven in number: tendency to rely on only logical thinking; negative responses to external influences; lack of expectations for positive results; tendency toward reliance on sensory input; actions that ignore an inclusive perspective; failure to value and trust in change; and lack of commitment to interactive relations.
Findings
Following Bryant's counsel, Campbell chose to address these communication challenges with a training seminar that focused on a paradigm of seven leadership responses related to The Key. These were: Paradoxical thinking; Controlled reflecting; Intentional focusing; Instinctive responding; Inclusive behaving; Purposeful trusting; and Relational being. The training program, as described herein, proved to be very enlightening to the participants and quite effective for the continued organizational development of the firm.
Originality/value
The paper reveals the results of a training program based on seven communication challenges the results of which can be used to aid in continued organizational development of a firm.
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Goran Calic, Anton Shevchenko, Maryam Ghasemaghaei, Nick Bontis and Zeynep Ozmen Tokcan
The purpose of this paper is to connect the literatures on sustainability, innovation and paradox to suggest that sustainability constraints – simultaneously addressing commercial…
Abstract
Purpose
The purpose of this paper is to connect the literatures on sustainability, innovation and paradox to suggest that sustainability constraints – simultaneously addressing commercial and sustainability goals – will increase organizational innovation.
Design/methodology/approach
Drawing from the literatures on paradox, innovation and sustainability, the authors develop theory about how managers can deliberately enhance the generation and implementation of creative ideas within their organizations.
Findings
The authors build on the existing literature that suggests sustainability considerations should be strategically and deeply integrated elements of business activity by developing arguments about how such integration improves organizational performance. The authors argue sustainability considerations, by creating unique forms of constraints, improve organizational success by enhancing creative idea generation and implementation.
Practical implications
Even strategic leaders espousing to only maximize economic efficiency face the challenge of effectively managing sustainability constraints. The discrepancy between what they should do and the problems they face means strategic leaders often have fewer tools to manage and reflect on their own decision-making than is available in the management literature. This paper presents arguments from diverse research that describes potential decision processes and their outcomes.
Social implications
This paper highlights an important shift in how sustainability constraints are fundamental drivers of long-term organizational performance.
Originality/value
Extant literature treats the simultaneous attention to sustainability concerns and commercial success as difficult accomplishments of clever strategic leaders. Instead, the authors propose that simultaneous attention to sustainability and commercial imperatives is fundamental to long-term organizational success, because it is a powerful determinant of new products, services and business models.
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Anneleen Van Boxstael and Lien Denoo
We advance theory of how founder identity affects business model (BM) design during new venture creation and contribute to the cognitive perspective on BMs. We look at BM design…
Abstract
We advance theory of how founder identity affects business model (BM) design during new venture creation and contribute to the cognitive perspective on BMs. We look at BM design as a longitudinal process involving a variety of cognitive work that is co-shaped by the founder identity work. Based on an in-depth nine-year process study of a single venture managed by three founders, we observed that a novelty-centered BM design resulted from cognitive work co-shaped by founder identity construction and verification processes. Yet, more remarkably, we noted that founder identity verification decreased over time and observed a process that we labeled “identity-business model decoupling.” It meant that the founders did not alter their founder identity but, over time, attentively grew self-aware and mindfully disengaged negative identity effects to design an effective BM. Our results provide a dynamic view on founder identity imprinting on ventures’ BMs and contribute to the identity, BM, and entrepreneurship literatures.
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