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Open Access
Article
Publication date: 7 December 2023

Federico Paolo Zasa and Tommaso Buganza

This study aims to investigate how configurations of boundary objects (BOs) support innovation teams in developing innovative product concepts. Specifically, it explores the…

Abstract

Purpose

This study aims to investigate how configurations of boundary objects (BOs) support innovation teams in developing innovative product concepts. Specifically, it explores the effectiveness of different artefact configurations in facilitating collaboration and bridging knowledge boundaries during the concept development process.

Design/methodology/approach

The research is based on data from ten undergraduate innovation teams working with an industry partner in a creative industry. Six categories of BOs are identified, which serve as tools for collaboration. The study applies fsQCA (fuzzy-set qualitative comparative analysis) to analyse the configurations employed by the teams to bridge knowledge boundaries and support the development of innovative product concepts.

Findings

The findings of the study reveal two distinct groups of configurations: product envisioning and product design. The configurations within the “product envisioning” group support the activities of visioning and pivoting, enabling teams to innovate the product concept by altering the product vision. On the other hand, the configurations within the “product design” group facilitate experimenting, modelling and prototyping, allowing teams to design the attributes of the innovative product concept while maintaining the product vision.

Originality/value

This research contributes to the field of innovation by providing insights into the role of BOs and their configurations in supporting innovation teams during concept development. The results suggest that configurations of “product envisioning” support bridging semantic knowledge boundaries, while configurations within “product design” bridge pragmatic knowledge boundaries. This understanding contributes to the broader field of knowledge integration and innovation in design contexts.

Details

European Journal of Innovation Management, vol. 27 no. 9
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 25 November 2022

Zhang Zheng and Rahil Irfan Ahmed

This paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from…

Abstract

Purpose

This paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from the perspective of Social Exchange Theory (SET) to reveal the behavioral mechanism and boundary condition regarding the influence of humble leadership on creative performance.

Design/methodology/approach

A sample of 276 employees and the supervisors from 8 companies in China was taken using two-wave data.

Findings

The results indicated that humble leadership was positively related to employee creative performance, and boundary spanning behavior partially mediated the relationship between humble leadership and employee creative performance. Traditionality strengthens the mediation process when traditionality is high.

Practical implications

These findings provide several theoretical and practical implications for the domains of humble leadership and boundary spanning behavior. For example, human resource (HR) departments can recruit leaders with high humility and cultivate team leaders through systematic training programs about self-awareness, openness and self-transcendence; team leaders should encourage employees to participate in boundary spanning activities and hiring managers select employees with high traditionality to synergize with leader humility.

Originality/value

Based on the SET, this paper explored the behavioral mechanism between humble leadership and creative performance and enriched the prior research, which is from the cognitive or emotional view, and further answered the question “what are the employees' behavioral responses when they confront the humble leadership”.

Details

Personnel Review, vol. 53 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Open Access
Article
Publication date: 7 November 2023

Kristen Faile, Paula Roberts and Cate Loes

This paper aims to provide instructors with a hands-on engaging and experiential class activity designed to teach undergraduate and graduate students about different…

Abstract

Purpose

This paper aims to provide instructors with a hands-on engaging and experiential class activity designed to teach undergraduate and graduate students about different organizational structures in management courses. Through this exercise, students will be able to self-identify the challenges and strengths of working under contrasting organizational structures.

Design/methodology/approach

Split into two (or four) teams, students construct origami animals based on their team’s organizational structure, using both mechanistic and organic structures to create a zoo based on a set of instructions and boundary conditions. Materials required include origami paper, markers, printed instructions, origami animal instructions, and role title cards for each student. The exercise takes approximately 30–45 min, including debriefing discussion. All materials/instructions needed are included with this paper (except origami paper and markers).

Findings

Through this exercise, students internalize the challenges and strengths of working in organizations with contrasting structures. The debrief discussion will help solidify student understanding of what the day to day experience of working in different organizational structures might look like, the pros and cons of different structures, and what type of employees or industries might thrive under different structures.

Research limitations/implications

This paper is being submitted for the “Special Issue Call for Papers: Modern Day Experiential Exercises.”

Practical implications

This activity allows students to draw their own conclusions about organizational structure and to engage in a fruitful discussion about what working at different types of organizations looks like on a day-to-day basis.

Social implications

This activity allows students to strengthen their skills in communication, teamwork, and leadership by having them work in teams to complete a challenging, competitive task.

Originality/value

While teaching organizational structure in management courses has traditionally been limited to traditional forms of instruction such as lecturing and reviewing different organizational charts, this activity gives students a fun competitive in-class activity in which they practice working as a part of contrasting organizational structures to see what type of structure they might thrive in.

Details

Organization Management Journal, vol. 21 no. 1
Type: Research Article
ISSN: 2753-8567

Keywords

Open Access
Article
Publication date: 22 February 2024

Ia Williamsson and Linda Askenäs

This study aims to understand how practitioners use their insights in software development models to share experiences within and between organizations.

Abstract

Purpose

This study aims to understand how practitioners use their insights in software development models to share experiences within and between organizations.

Design/methodology/approach

This is a qualitative study of practitioners in software development projects, in large-, medium- or small-size businesses. It analyzes interview material in three-step iterations to understand reflexive practice when using software development models.

Findings

The study shows how work processes are based on team members’ experiences and common views. This study highlights the challenges of organizational learning in system development projects. Current practice is unreflective, habitual and lacks systematic ways to address recurring problems and share information within and between organizations. Learning is episodic and sporadic. Knowledge from previous experience is individual not organizational.

Originality/value

Software development teams and organizations tend to learn about, and adopt, software development models episodically. This research expands understanding of how organizational learning takes place within and between organizations with practitioners who participate in teams. Learnings show the potential for further research to determine how new curriculums might be formed for teaching software development model improvements.

Details

The Learning Organization, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 5 May 2023

Yann Truong

An important but neglected area of investigation in digital entrepreneurship is the combined role of both core and peripheral members of an emerging technological field in shaping…

Abstract

Purpose

An important but neglected area of investigation in digital entrepreneurship is the combined role of both core and peripheral members of an emerging technological field in shaping the symbolic and social boundaries of the field. This is a serious gap as both categories of members play a distinct role in expanding the pool of resources of the field. I address this gap by exploring how membership category is related to funding decisions in the emerging field of artificial intelligence (AI).

Design/methodology/approach

The first quantitative study involved a sample of 1,315 AI-based startups which were founded in the period of 2011–2018 in the United States. In the second qualitative study, the author interviewed 32 members of the field (core members, peripheral members and investors) to define the boundaries of their respective role in shaping the social boundaries of the AI field.

Findings

The author finds that core members in the newly founded field of AI were more successful at attracting funding from investors than peripheral members and that size of the founding team, number of lead investors, number of patents and CEO approval were positively related to funding. In the second qualitative study, the author interviewed 30 members of the field (core members, peripheral members and investors) to define their respective role in shaping the social boundaries of the AI field.

Research limitations/implications

This study is one of the first to build on the growing literature in emerging organizational fields to bring empirical evidence that investors adapt their funding strategy to membership categories (core and peripheral members) of a new technological field in their resource allocation decisions. Furthermore, I find that core and peripheral members claim distinct roles in their participation and contribution to the field in terms of technological developments, and that although core members attract more resources than peripheral members, both actors play a significant role in expanding the field’s social boundaries.

Practical implications

Core AI entrepreneurs who wish to attract funding may consider operating in fewer categories in order to be perceived as core members of the field, and thus focus their activities and limited resources to build internal AI capabilities. Entrepreneurs may invest early in filing a patent to signal their in-house AI capabilities to investors.

Social implications

The social boundaries of an emerging technological field are shaped by a multitude of actors and not only the core members of the field. The author should pay attention to the role of each category of actors and build on their contributions to expand a promising field.

Originality/value

This paper is among the first to build on the growing literature in emerging organizational fields to study the resource acquisition strategies of entrepreneurs in a newly establishing technological field.

Details

International Journal of Entrepreneurial Behavior & Research, vol. 30 no. 2/3
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 26 March 2024

Nan Yao, Tao Guo and Lei Zhang

This study aims to reveal how chief executive officer (CEO) transformational leadership affects business model innovation (BMI) by exploring the serial mediating role of top…

Abstract

Purpose

This study aims to reveal how chief executive officer (CEO) transformational leadership affects business model innovation (BMI) by exploring the serial mediating role of top management team (TMT) collective energy and behavioral integration and the moderating role of TMT-CEO value congruence.

Design/methodology/approach

The sample of 520 TMT members from 127 enterprises in North China was collected through a two-wave questionnaire survey. Hierarchical regression and bootstrapping were used to test the hypothetical relationships proposed in this study.

Findings

The results indicate that TMT collective energy and behavioral integration play a serial mediation role between CEO transformational leadership and BMI. TMT-CEO value congruence positively moderates the relationship between CEO transformational leadership and TMT collective energy as well as the serial mediation effect.

Practical implications

The results suggest that CEOs can stimulate TMT collective energy by demonstrating transformational leadership behaviors, thereby promoting TMT behavioral integration and ultimately achieving BMI. In addition, to enhance the effectiveness of CEO transformational leadership, enterprises should take measures to ensure that TMT members hold values that are consistent with those of CEOs.

Originality/value

Based on social cognitive theory, the mediating mechanism and boundary conditions of CEO transformational leadership that affect BMI are revealed by this study, thus opening the “black box” of the relationship between the two. It also supplements research on the role of TMT among the antecedents of BMI.

Details

Journal of Managerial Psychology, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0268-3946

Keywords

Abstract

Details

Understanding Intercultural Interaction: An Analysis of Key Concepts, 2nd Edition
Type: Book
ISBN: 978-1-83753-438-8

Article
Publication date: 9 January 2023

Noel Hyndman and Mariannunziata Liguori

There has been limited research on why football clubs contribute to charity. This paper examines how football clubs and their charitable conduits report information when…

Abstract

Purpose

There has been limited research on why football clubs contribute to charity. This paper examines how football clubs and their charitable conduits report information when discussing their connectedness. In addition, it explores reasons why, and the extent to which, football clubs support altruism via such charitable vehicles.

Design/methodology/approach

Case studies of four major football teams (Manchester City/Manchester United in England and AC Milan/Inter Milan in Italy) are discussed, with formal reports of the clubs and their associated charitable conduits being analysed.

Findings

Boundaries between the clubs and their charitable conduits are frequently blurred. Evidence suggests that acknowledging the co-existence of different factors may help to understand what is reported by these organisations and address some of the caveats in terms of autonomy and probity of their activities and reporting practices.

Research limitations/implications

The research uses case studies of four major ‘powerhouses’ of the game and their associated charitable spinoffs. While this is innovative and novel, expanding the research to investigate more clubs and their charitable endeavours would allow greater generalisations.

Practical implications

The study provides material that can be used to reflect on the very topical subject of ‘sportswashing’. This has the potential to input to deliberations relating to the future governance of the game.

Originality/value

The paper explores relationships between businesses and charities/nonprofits in a sector so far little investigated from a charitable accountability perspective. It suggests that motives for engaging in charitable activity and highlighting such engagement may extend beyond normal altruism or warm-glow emotions.

Details

Accounting, Auditing & Accountability Journal, vol. 37 no. 2
Type: Research Article
ISSN: 0951-3574

Keywords

Article
Publication date: 18 September 2023

Martin Beaulieu, Claudia Rebolledo and Raphael Lissillour

This paper aims to investigate the competencies that researchers need to develop and employ for successful collaborative research.

Abstract

Purpose

This paper aims to investigate the competencies that researchers need to develop and employ for successful collaborative research.

Design/methodology/approach

The authors use a reflexive approach built on participant observation of six cases of collaborative research in public procurement and logistics.

Findings

The authors identify and explain two major competencies that are required for successful collaborative research. The first is boundary-spanning competence that represents the researchers' ability to move fluidly from the academic milieu to the practitioner's environment. The second is reflexivity competence that allows the researchers to learn from each collaborative research project they participate in and further improve their boundary-spanning competence.

Originality/value

This study goes beyond the list of skills for collaborative research reported in the literature to describe two major competencies that researchers should develop to perform successful collaborative research. This reflection may serve as a starting point for the development of a sociological understanding of the collaborative research field.

Details

The International Journal of Logistics Management, vol. 35 no. 2
Type: Research Article
ISSN: 0957-4093

Keywords

Article
Publication date: 2 January 2024

Xianglin Zhu, Naiding Yang, Mingzhen Zhang and Yu Wang

Technical knowledge is a key factor in firm innovation. This study aims to construct a theoretical framework of technological boundary-spanning search, exploratory innovation and…

Abstract

Purpose

Technical knowledge is a key factor in firm innovation. This study aims to construct a theoretical framework of technological boundary-spanning search, exploratory innovation and exploitative innovation to help firms adjust their search strategies and improve the effect of external resources on internal innovation.

Design/methodology/approach

The study uses questionnaires to collect data and conducts empirical analysis using SPSS25 and AMOS24.

Findings

Technological boundary-spanning search is positively correlated with ambidextrous innovation. Additionally, knowledge base positively moderates the effect of technological boundary-spanning search on ambidextrous innovation and knowledge distance negatively moderates the effect of technological boundary-spanning search on ambidextrous innovation. When a firm’s knowledge base is robust, its ambidextrous innovation can benefit more from technological boundary-spanning search. Additionally, when the knowledge distance is less, a firm’s ambidextrous innovation can benefit more from technological boundary-spanning search.

Originality/value

Considering organizational ambidexterity, this study divides firm innovation into exploratory innovation and exploitative innovation and presents a theoretical framework for the effect of technological boundary-spanning search on ambidextrous innovation. Additionally, it provides a comprehensive understanding of the crucial roles of knowledge base and knowledge distance in the relationship between technological boundary-spanning search and exploratory and exploitative innovation.

Details

Management Decision, vol. 62 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

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