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Article
Publication date: 23 April 2018

Lihua Fu, Zhiying Liu and Suqin Liao

The purpose of this paper is to examine how and when distributed leadership (DL) enhances innovation ambidexterity by considering knowledge sharing as a mediator and…

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Abstract

Purpose

The purpose of this paper is to examine how and when distributed leadership (DL) enhances innovation ambidexterity by considering knowledge sharing as a mediator and element of organizational structure as a moderator.

Design/methodology/approach

Data obtained from 269 questionnaires were analyzed empirically to reveal the relationship of the variables.

Findings

The results suggest that DL has a positive effect on innovation ambidexterity, and the relationship was partially mediated by knowledge sharing. Connectedness positively moderated the relationship between knowledge sharing and innovation ambidexterity.

Practical implications

The complexity and ambiguity that organizations often experience increases the difficulty for a single leader to successfully perform necessary leadership functions. The results show that DL is crucial to the promotion of innovation ambidexterity.

Originality/value

By building on organizational learning theory and integrating insights from knowledge creation theory, this study extends the prior research by uncovering the mechanism through which DL promotes innovation ambidexterity and the moderating effect of informal organizational structure.

Details

Leadership & Organization Development Journal, vol. 39 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 21 September 2022

Lingling Yu, Ying Chen, Shanshan Zhang, Bao Dai and Suqin Liao

This study aims to investigate the antecedents and outcomes of excessive use of personal social media at work. The prevalence of personal social media in the work…

Abstract

Purpose

This study aims to investigate the antecedents and outcomes of excessive use of personal social media at work. The prevalence of personal social media in the work environment can easily lead to excessive use and negative consequences. Understanding the predictive factors and negative consequences of employees' excessive use of personal social media at work is important to develop their appropriate use of social media and improve their job performance.

Design/methodology/approach

Based on dual-system theory and the person-environment fit model, this study develops a research model to examine the effect of habit and self-regulation on excessive use of personal social media at work and that of the outcomes of excessive use on employee job performance through strain. This study conducts a questionnaire survey on 408 employees to test the research model and hypotheses empirically.

Findings

Results suggest that the imbalance between habit and self-regulation drives excessive personal social media use of employees at work. Furthermore, excessive use of personal social media has a strong impact on employee strain, which can significantly decrease job performance.

Originality/value

First, this study considers excessive use of personal social media at work as a result of two different cognitive systems, that is, an automatic system and a controlled system, thereby extending the dual-system theory to explain excessive use of personal social media in the work context. Second, unlike previous studies that focused on the outcomes or explored the antecedents of excessive social media use at work respectively, the study employs the person-environment fit model and examines the systematic influence of excessive social media use at work from a broad perspective by linking its antecedents and outcomes.

Details

Internet Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1066-2243

Keywords

Article
Publication date: 17 October 2018

Suqin Liao, Zhiying Liu, Lihua Fu and Peichi Ye

The purpose of this paper is to examine whether the new distributed leadership patterns is an important driver for innovating business model. By synthesizing insights from…

1148

Abstract

Purpose

The purpose of this paper is to examine whether the new distributed leadership patterns is an important driver for innovating business model. By synthesizing insights from the dynamic capabilities perspective, it also explores how and when distributed leadership enhances the business model innovation (BMI) by involving strategic flexibility as a mediator and environmental dynamism as important contingency.

Design/methodology/approach

A survey via questionnaire was conducted with 262 CEOs and 262 senior managers from Chinese high-tech companies that provided the research data. Structural equation modeling and linear regression analyses were used to test the time-lagged data, and then the main research questions were responded to.

Findings

The analysis reveals that distributed leadership has a significant direct influence on BMI, and that distributed leadership also indirectly affects BMI by enhancing strategic flexibility. Environmental dynamism strengthens the positive effect of distributed leadership on BMI under strategic flexibility.

Originality/value

This paper advances and enriches the emerging stream of BMI research. It presents an innovative conceptual analysis of the antecedents of BMI, and it shows a possible solution for BMI that complements extant research that considers which and how the leadership style of the organizations affects the business model change.

Details

Chinese Management Studies, vol. 13 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 1 October 2019

Suqin Liao, Lihua Fu and Zhiying Liu

This study aims to assess how firm functional capability moderates the relationship between two types of open innovation and performance, with a special focus on the role…

1405

Abstract

Purpose

This study aims to assess how firm functional capability moderates the relationship between two types of open innovation and performance, with a special focus on the role of technological capability and the join effect market information management capability. This paper develops and tests a research model, which assesses how the performance implications of two open innovation forms are shaped by the technological capability and how such an effect is contingent on market information management capability.

Design/methodology/approach

Survey data were collected from 238 Chinese high-tech enterprises. Structural equation modeling and linear regression were used to test the data. Then, the main research questions were answered.

Findings

Empirically results show that technological capability strengthens the influence of inbound open innovation on firm performance. However, the moderate effect of technological capability on the relationship between outbound open innovation and firm performance remains unsupported. A higher technological capability with a high level of market information management capability increases the efficacy of outbound open innovation in gaining superior performance. Additional analysis shows that when firms implement inbound activities and possess a strong technological capability, they will achieve higher performance if they possess a moderate level of market information management capability, compared with a high or low level.

Originality/value

This paper provides new evidence on the benefits of different open innovation strategies on firm’s performance and, more importantly, the specific firm-level contingencies (technological capability and market information management capability) under which these benefits are more likely to be enhanced. It clarifies what the capabilities are and how they interact to foster the robust open innovation strategies, which sheds new light on the boundary conditions that affect the open innovations–firm performance relationship.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

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