Search results

The essential message set forth here is that if we are to truly understand leadership processes, they need to be couched in the form of the organizational system within which they occur These organizational systems are understood to include the hierarchic (managerial), professional (specialized), task (entrepreneurial), and group (team). Research results reported in this chapter support the tie between leadership and organizational form, and a role motivation theory of leadership is proposed. Implications are drawn for charismatic/transformational theorizing and future research. On a number of grounds, it appears that these theories need to be tested in a much broader set of organizational types than has been the case to date.

Big data analytics (BDA) is becoming a strategic tool to harness data to achieve business efficiencies. While business-to-customer organizations have adopted BDA, its adoption in business-to-business (B2B) has been slow, raising concerns about the lack of understanding of the need to adopt BDA. Little knowledge exists on the subject and the purpose of this study is to examine BDA adoption needs among B2B organizations.

A systematic literature review (SLR) following the six-step SLR guidelines of Templier and Paré (2015) involved 1,051 articles, which were content analyzed.

The authors offer two-pronged findings. First, on the basis of the SLR, the authors develop a new four-category classification scheme of needs to adopt BDA and present a consolidated review of the current knowledge base along with these categories (i.e. innovation, operational efficiency, customer satisfaction and digital transformation). Second, underpinned by the theory of organizational motivation and literature evidence, the authors develop propositions and a corresponding model of BDA adoption needs. The authors show that BDA adoption among B2B organizations is driven by the need to augment customer lifetime value, champion the change, improve managerial decision cycle-time, tap into social media benefits and align with market transformation.

The results facilitate theory development as the study creates a new classification scheme of needs and a model of needs to adopt BDA in large B2B organizations.

The findings will serve as a guideline framework for managers to examine their BDA adoption needs and strategize its adoption.

The study develops a new four-category classification scheme for understanding B2B organizations’ needs to adopt big data analytics. The study also develops a new model of needs which will serve as a stepping stone for the development of a theory of needs of technology adoption.

The focus of this study lies in understanding the extrinsic vs intrinsic motivators which drive the m-coupon sharing behaviour in social networking sites (SNSs). A consumer can make promotional tool (in our case m-coupons) viral if the cues trigger an apt motivation. This study fills the need gap by identifying which motivations must be focused to make a promotional tool viral by the consumer especially in an emerging economy like India.

We designed conceptual framework based on extensive literature review and employed hierarchal regression methodology to investigate the motivation to share m-coupon.

Sense of self-worth, Socializing and Reciprocity emerge as strong reasons for a consumer to share m-coupons amongst friends and peers in SNS. Results have shown that intrinsic motivation works very effectively when a consumer shares m-coupons in SNSs.

This study has certain limitations. First, the impact of age, gender and education can also influence the results as perception evolves with age and education. Second, in our study, we have not classified m-coupons in different categories. Different types of m-coupons may have a different impact on consumers.

The paper presents findings, which are useful for marketers to develop a customer-centric viral promotional strategy.

This study is one of the few studies in integrating types of motivation with coupon proneness and coupon sharing in social media. This study has specifically targeted the emerging economy where m-coupons usage has seen a surge. Study has shown that it is the intrinsic motivation which is very crucial for encouraging consumer for participating in SNSs and share e-word of mouth amongst friends and peers.

The point of divergence for the authors’ analysis is the observation that research on the development of professional skills did not provide empirical support to a possible positive relationship between innovative culture and development of professional skills. The author believes that the injection of intervening variables has the potential to do just that. The purpose of this paper is to understand such contingencies through a developed moderated mediation model, which jointly examines supportive leadership as the mediating mechanism and individual power distance orientation as a moderator and to increase the theoretical validity and precision of investigating the development of professional skills.

The survey data were collected from 317 information technology (IT) professional technical engineers and their supervisors from high-tech sectors. The authors tested the hypotheses by hierarchical regression and followed Baron and Kenny (1986) instruction to examine our moderated mediation model. The authors used a series of confirmatory factor analyses (CFAs) to verify the constructs’ distinctiveness before testing the hypotheses was performed. Meanwhile, in order to test the mediating effect, the three-equation approach to testing mediation, as recommended by Baron and Kenny (1986), was used.

The strong support for schema theory in this study suggests that the development of professional skills can be notably promoted through a moderated mediation model which integrates the link between innovative culture and professional skills through the mediating effect of supportive leadership and the direct effects are mitigated by the moderating effect of individual power distance orientation. It highlights the importance of appropriately matching innovative culture and supportive leadership with the power distance orientation of employees. This universalistic organizational behavior approach has worked effectively in an Asian sample.

This study provides a better understanding of work motivation by showing that an employee uses schemas to interpret the relationships among perceived innovative culture, individual power distance orientation, supportive leadership and development of professional skills. This paper also illustrates how perceived innovative culture can act as an positive motivator to inspire IT technical engineers’ development of professional skills, and how individually held power distance orientation may positively or negatively influence the relationship between perceived innovative culture and supportive leadership. Hence, this study has extended the schema theory in organizations and informed the literature on supportive leadership.

Organizational learning continues to be an important issue for all types of firms. Managerial accounts of organizational learning are in high demand; for example, Senge’s The Fifth Discipline (Senge, 1990a) has sold over 500,000 copies in the U.S. Studies exploring the nature of knowledge creation, intellectual capital, and knowledge management have been on the rise, with recent papers being published for academics (McElroy, 2000; Nahapiet & Ghoshal, 1998; Nonaka, 1994), and practitioners (Brown & Duguid, 1998; Fryer, 1999). According to some experts, the ability to transform information into knowledge through organizational learning is a critical success factor for all businesses in the current knowledge-based economy (Davis & Botkin, 1994; Lei, Slocum & Pitts, 1999).

This paper reflects on the evolution of implicit and explicit behavioral ideas in the field of strategic management using Herbert Simon’s scholarship as a starting point, that is, his emphasis on empirically driven; interdisciplinary theorizing allowing and enabling two-way street learning. We argue that historically, there were plenty of behavioral ideas embedded in the field and, together with the recent movement towards explicit “behavioral strategy,” these provide several possible paths for future developments in strategic management research. In the spirit of broadening the tent for behavioral strategy in the future (Hambrick & Crossland, 2018), we suggest some topics and approaches for behavioral strategy in empirically driven, interdisciplinary directions which allows also for two-way street learning between concepts and real-world strategic phenomena.

Baumol’s impact on the development of managerial theories of the firm is investigated here through the material found in Galbraith’s archives. In 1957, Galbraith published a paper claiming that the impact of macroeconomic policies varies with market structures (competitive versus oligopolistic). That publication prompted Baumol (1958b) to send Galbraith a manuscript dealing extensively with a crucial question of managerial theories of the firm, namely, the trade-off between sales and profits. I argue that Baumol’s critiques and Galbraith’s answers largely explain the way Baumol (1958a, 1959) framed his alternative model of the behavior of corporations. He reasoned in terms of maximization of sales with a profit constraint as their main objective. In return, Business Behavior, Value and Growth fostered the development of Marris’ (1964) and Galbraith’s (1967) theories of the corporation. While Tullock (1978) provides a narrative in which the sales maximization hypothesis has two main branches – Baumol for the one and Galbraith–Marris for the other – the paper demonstrates that these branches are intimately connected.

Studying bus local public transport in 20 Italian provincial capitals, the present paper aims to identify organizational factors to assess different modes of service managerial steering.

Starting from bureaucratic theory, the paper analyzes four different modes of managerial steering in a regression model that accounts for several variables to assess the quality of Italian bus local public service transport.

The research shows that a network managerial structure performs significantly better than any other type. The 20 provincial capitals are homogeneous in relation to the variables considered. Italian bus local public transport is managed by bureaucratic public organizations. Adhocracy, as opposed to machine bureaucracy, seems to be the more effective mode of managerial steering for sector specific aspects in different capitals, despite that, network managerial structure – associated adhocracy – is used only in five capitals (main cities).

The paper highlights that the dichotomy between machine bureaucracy versus adhocracy shows interesting considerations related to different mode to management of Italian bus local public service transport.