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Understanding how managers in position of leadership experience culture is essential to avoid instability and poor performance in international strategic alliances. This study tests the proposition that national culture, top management team culture, and manager's personality influence leadership and shapes intercultural fit through the predominant management style in US‐Mexican strategic alliances.

Strategic leadership and personality theories constitute the framework for this study. Managers from the US‐Mexican strategic alliances which partners hold an equity position were surveyed and provided data to test the hypotheses.

Findings show that American and Mexican managers construct their own social reality with rules and norms bounded primarily by the existing organizational culture in the alliance. Both managers' management styles are similar and converge into a participative “consultative” style emerging as a “third culture” characterized by task innovation and emotional concern as American managers' input and task support and social relationships as Mexican managers' contribution. This study suggests that if adequately balanced, individualism‐collectivism is a source of intercultural fit while building shared leadership.

Managers of international alliances may reconfigure individual and cultural orientations and styles of alliance partners in the design of management teams to build high levels of social effectiveness. The innovator style of American managers supports the dynamics of change for the alliance to advance while the adaptor style of Mexican managers builds stability, order, and maintains group cohesion and cooperation.

Intercultural fit in international strategic alliances is achieved through designing organizational cultures that incorporate partners' cognitive diversity into the relationship.

Contingency models have enabled researchers to develop system‐based decision‐making approaches to organizational studies. Two contingency decision‐making models ‐ rational and political choice ‐ have been applied to identify those organizational characteristics and strategic leadership qualities associated with acquisitive growth through “absorption” and “diversification”. A study of the International Telephone and Telegraph Company (ITT) organizational growth strategies from 1920 to 1997 reveals that senior managers adopt the rational decision‐making model when organizational growth through acquisition involves absorption, and the political model when organizational growth calls for diversification. A contingency historical study of ITT demonstrates two important periods in ITT’s organizational life cycles ‐ one of growth (1920‐early 1970s) and one of consolidation/stability (from mid‐1970 to the present time). Contingency models indicate that differences in organizational growth strategies arise due to differences in environmental factors characterizing each period as organizations pass through several stages of growth in their life cycles.

The purpose of this paper is to examine the impact of organizational culture on strategic planning and the role of leadership effectiveness in the association between organizational culture and strategic planning in Indian nonprofit organizations (NPOs).

Data were collected from 441 respondents using a structured questionnaire. Common method bias was addressed through the use of multiple surveys. Structural equation modeling was used to process the data.

Advice-seeking interactions, collaborative culture and an error management culture positively impacted the creation and conceptualization of strategic plans in Indian NPOs. An error aversion culture did not significantly impact the creation and conceptualization of strategic plans. Leadership effectiveness moderated the relationship between “advice-seeking interactions” and the “creation and conceptualization” of the strategic plan, a “collaborative culture” and the “creation and conceptualization” of the strategic plan and an “error management culture” and the “creation and conceptualization” of the strategic plan.

Strategic management literature on the determinants of the creation and conceptualization of strategic plans is scant. Further, it does not include the influence of cultural constructs such as advice-seeking interaction (ASI), collaborative culture (CC), error management culture (EMC), error aversion culture (EAC) on the creation and conceptualization of strategic plans. This study extends the debate on the culture–strategy nexus to help practitioners understand the importance of organizational culture (advice-seeking interaction, collaborative culture, error management culture, error aversion culture) in creating strategic plans.

The purpose of this paper is to introduce CEO succession (and subsequent TMT turnover) as a knowledge enabler. Focusing on absorptive capacity, an important dynamic capability involving the acquisition, assimilation, transformation and exploitation of knowledge, this paper highlights the role of a new CEO in emphasizing specific facets of the knowledge management (KM) process to fulfill expected strategic mandates.

This paper presents a conceptual framework that underscores the importance of CEO succession as a knowledge enabler by depicting its influence on the various dimensions of absorptive capacity. To this end, this paper develops an integrated set of propositions that unpack the influence of different types of CEO successions that trigger and enable different KM processes involved dimensions of absorptive capacity.

The theoretical framework presented in this paper suggests that given a certain succession context (forced or voluntary turnover of predecessor) different types of CEO succession, combined with possible executive turnover, will constitute a reorientation in top management experience and expertise. This will in turn trigger certain dimensions of absorptive capacity (potential or realized), to fulfill specific strategic mandates such as strategic change or strategic continuity.

This paper presents a theoretical framework that underscores the importance of studying CEO succession in conjunction with their influence on different knowledge dimensions of absorptive capacity. CEO succession (and subsequent changes in top management team composition) is suggested to be a knowledge enabler. Based on the context of CEO turnover (forced vs voluntary) and the amount of change undergone in TMT composition, different types of CEO succession (based on their origin) are suggested to have different challenges to overcome and different strategic mandates to fulfill. Fulfilling these strategic mandates will require an emphasis on different facets of the KM process, which is encompassed in the dimensions of absorptive capacity. This will, in turn, resolve questions about which knowledge activities the organization needs to invest its resources in and resources allocation decisions may become easier.

Based on their origin, three kinds of CEO succession have been described in this paper – insider-follower, insider-contender and outsider succession. Each of these types of succession encounter different challenges and are expected to fulfill different kinds of strategic mandates. Accordingly, this paper proposes that each kind of CEO succession trigger and enable the knowledge components of absorptive capacity (knowledge acquisition, knowledge assimilation, knowledge transformation and knowledge exploitation) in different manners. This will in turn, allow firms to prioritize the allocation of resources toward different kinds of knowledge activities related to absorptive capacity.

This paper suggests that the CEO succession event, although broadly discussed in management research, has been overlooked when it comes to KM in organizations. Given that strategic leadership is one of the powerful enablers of organizational practices and outcomes, this paper emphasizes that different types of CEO succession may be able to influence the KM process by enabling the different dimensions of absorptive capacity (potential and realized).

The main objective of this study was to examine academic staff's perceptions of the characteristics of a learning organization within higher education: in this instance, the International Islamic University Malaysia (IIUM). The study also examined the relationship between the characteristics of a learning organization and satisfaction with performance in teaching and research activities.

A survey method was used in a sample of 400 academicians with a return rate of 214 (53.5 per cent). Watkins and Marsick's and Marsick and Watkins's learning organization questionnaire was used to measure the characteristics of the learning organization and to collect data for the study.

The main results showed that the academic staff indicated moderate levels of the characteristics of a learning organization and satisfaction with performance. The results also showed that there were positive and significant relationships between dimensions of the learning organization and satisfaction with performance activities in teaching and research. Furthermore, dimensions of the learning organization accounted for small but significant variance of satisfaction with both teaching and research performance activities.

This study contributes empirical findings on learning organization in a higher learning institution, a research area in which there is a scarcity of empirical studies.

The purpose of this paper is to investigate the strategic planning practices applied in the high-performing banking industry in the Indonesian context and how decision style facilitates successful planning.

This study employed a qualitative research approach as the framework for this study to get a genuine explanation of the perspectives of participants researched about strategic planning. The data collection method used in-depth semi-structured and unstructured interviews of both key informants and non-planning members in each identified bank. Three banks were selected because of their commitment in strategic planning and their high-performance status. This study used research information from a panel of experts to first define a bank as high performing in the first instance, and then to select the three top performing banks for the study.

This study has provided useful findings about the strategic planning practices in the high-performing banks. The key findings comprise the fact that all three banks in this study have carried out the usual and main strategic planning activities presented in this study: the vital role of the CEO in strategic planning has been proven, and planning flexibility in the strategic planning process has been identified, among other related findings.

This study provides a useful research model for investigating strategic planning practices both in the relatively stable and predictable business environment and turbulent and unpredictable business environment. This study, to the best of the authors’ knowledge, is the first to investigate the issue in the Indonesian context.

This study aims to tackle the influence of top management team (TMT), socialization capabilities and their interactions on absorptive capacity (ACAP). Specifically, this paper examines a TMT’s diversity and coordination as an “enabler” with the potential to trigger the processes involved in the generation of ACAP.

The authors relied on a database comprising 96 manufacturing firms in a developing country. Due to the model suggested as well as the sample size, they opted for a PLS-SEM methodology.

The empirical results show that TMT diversity is not significantly related to firm’s ACAP. Additionally, they provide evidence for a mediation of the relationship between a TMT coordination and ACAP through socialization capabilities.

This paper presents a theoretical framework that underscores the influence of TMT on different dimensions of ACAP. Based on the upper echelon theory, the authors suggest that this is of utmost importance given that the extent to which knowledge is acquired, integrated and exploited within the firm can be contingent on the configuration and collaborative structure of the TMT. The results show that TMT coordination influences firm’s ACAP when it is complemented effectively by structural mechanisms for fostering greater communication, collaboration and cohesiveness between the members of an organization.

To configure a TMT merely to have diversity or guarantee the coordination between the team members is not enough to foster firm’s ACAP. An alignment of a coordinated TMT with the possibility for employees to freely communicate across functional areas and hierarchical limits is a prerequisite for the acquisition, assimilation, transformation and exploitation of external knowledge.

The authors consider that this study raises areas for further consideration in efforts to understand how individual-based resources (e.g. TMT configuration) can be transformed into systemic knowledge-based capability (e.g. ACAP).

Este estudio tiene como objetivo analizar la influencia del Equipo de alta dirección (TMT) y las capacidades de socialización de una empresa sobre su capacidad de absorción. Específicamente, este documento examina en primer lugar, la diversidad y coordinación del TMT como “facilitadores” con el potencial de desencadenar los procesos involucrados en el desarrollo de la capacidad de absorción empresarial y, en segundo lugar, estudia un efecto de mediación de la coordinación del TMT a través de las capacidades de socialización de la organización.

El análisis está basado en una muestra de 96 empresas manufactureras en un país en desarrollo. Debido al modelo sugerido, así como al tamaño de la muestra, optamos por una metodología PLS-SEM.

Los resultados muestran que la diversidad del TMT no está significativamente relacionada con la capacidad de absorción de la empresa. Además, la evidencia muestra que la coordinación del TMT influye en la capacidad de absorción de la empresa cuando se complementa de manera efectiva con mecanismos estructurales orientados a fomentar una mayor comunicación, colaboración y cohesión entre los miembros de una organización.

Configurar un TMT simplemente para tener diversidad o garantizar la coordinación entre los miembros del equipo no es suficiente para fomentar la capacidad de absorción de la empresa. Una alineación de un TMT coordinado con la posibilidad de que los empleados se comuniquen libremente a través de áreas funcionales y límites jerárquicos es un pre-requisito para la adquisición, asimilación, transformación y explotación del conocimiento externo.

Este artículo presenta un marco teórico que subraya la influencia del TMT sobre diferentes dimensiones de la capacidad de absorción. Basándonos en la Teoría del escalón superior, sugerimos que esta relación es de suma importancia, dado que la medida en que el conocimiento se adquiere, se integra y se explota dentro de la empresa puede depender de la configuración y la estructura de colaboración del TMT. Los autores consideran que este estudio plantea nuevas consideraciones en lo que respecta a los esfuerzos por comprender cómo los recursos y capacidades individuales (por ejemplo, la configuración del TMT) se pueden transformar en una capacidad sistémica basada en el conocimiento (por ejemplo, capacidad de absorción)

Capacidad de absorción, Equipo de alta dirección, Capacidades de socialización, Coordinación del equipo de alta dirección, Diversidad del equipo de alta dirección, PLS-SEM

Artículo de investigación

Este estudo tem como objetivo analisar a influência do top management team (TMT) e as capacidades de socialização de uma empresa em sua capacidade de absorção. Especificamente, este artigo examina a diversidade e a coordenação do TMT como “facilitadores” com potencial para desencadear os processos envolvidos no desenvolvimento da capacidade de absorção de negócios e, em segundo lugar, estuda um efeito de mediação da coordenação de TMT para através das capacidades de socialização da organização.

A análise é baseada em uma amostra 96 empresas de manufatura em um país em desenvolvimento. Devido ao modelo sugerido, bem como ao tamanho da amostra, optamos por uma metodologia PLS-SEM.

Os resultados mostram que a diversidade do TMT não está significativamente relacionada à capacidade de absorção da empresa. Além disso, as evidências enfatizam que a coordenação das TMT influencia a capacidade de absorção da empresa quando é efetivamente complementada por mecanismos estruturais que visam promover maior comunicação, colaboração e coesão entre os membros de uma organização.

Configurar um TMT simplesmente para ter diversidade ou garantir a coordenação entre os membros da equipe não é suficiente para estimular a capacidade de absorção da empresa. Um alinhamento de um TMT coordenado com a possibilidade de os funcionários se comunicarem livremente através de áreas funcionais e limites hierárquicos é um pré-requisito para a aquisição, assimilação, transformação e exploração de conhecimento externo.

Este artigo apresenta um referencial teórico que destaca a influência do TMT em diferentes dimensões da capacidade de absorção. Com base na teoria do escalão superior, sugerimos que essa relação é muito importante, uma vez que a medida em que o conhecimento é adquirido, integrado e explorado dentro da empresa pode depender da configuração e estrutura de colaboração do TMT. Os autores consideram que este estudo levanta novas considerações sobre os esforços para entender como os recursos e capacidades individuais (por exemplo, configuração TMT) podem ser transformados em uma capacidade sistêmica baseada no conhecimento (por exemplo, capacidade de absorção)

Capacidade de absorção, Equipe de alta gerência, Capacidade de socialização, Coordenação da equipe de alta gerência, D da equipe de alta gerência, PLS-SEM

Artigo de pesquisa

This study aims to adopt a replication strategy based on Cherchem (2017), and hence this study investigates how generational involvement moderates the relationship between organizational culture and entrepreneurial orientation (EO) in Brazilian family businesses, disentangling each of the EO dimensions.

This study developed a survey with 107 Brazilian family businesses operating in the textile and clothing industries. Data were analyzed using structural equation modeling (SmartPLS-SEM).

The results for the direct paths indicate that clan and hierarchical cultures are positively related to EO. As for the moderating effect, only one generation of the family involved in management tends to stimulate a stronger relationship between the clan culture and the EO. In contrast, when multiple generations exist, the positive relationship between the EO hierarchical culture becomes stronger. Furthermore, this study found different relationships between organizational culture and each of the EO dimensions (proactiveness, innovativeness, risk-taking, competitive aggressiveness and autonomy) and differences in the moderating effect of generational involvement.

Unlike the findings of Cherchem (2017), the authors observed that, in addition to clan culture, hierarchical culture can also act as an enhancer of entrepreneurial strategies. On the other hand, generational involvement influences the relationship between organizational culture and the level of EO (and its dimensions), reinforcing those internal family characteristics that can foster entrepreneurial strategies in family businesses, whose findings align with Cherchem (2017). Moreover, it contributes to the investigation of each of the dimensions of EO separately.