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Article
Publication date: 26 June 2021

Yuzhen Duan, Xiaobao Peng, Qiong Gui, Haibin Zhou, Xuehe Zhang and Wei Song

This paper aims to investigate the effect of transformational leadership (TL), behavioral integration of top management team (TMT) and team conflict on manager ambidexterity…

Abstract

Purpose

This paper aims to investigate the effect of transformational leadership (TL), behavioral integration of top management team (TMT) and team conflict on manager ambidexterity behavior.

Design/methodology/approach

Hierarchical linear modeling has been applied to test the degree of influence of TL and behavioral integration of TMT on manager ambidexterity using data collected from 60 chief executive officers (CEOs) and 322 TMT members of small- and medium-sized enterprises in the Chinese electronic commerce industry.

Findings

The results suggest the following: transformational leadership is positively associated with the behavioral integration of TMT and a high level of TMT behavioral integration strengthens the positive relationship between transformational leadership and manager ambidexterity. Also, team conflict moderates the mediating role of TMT behavioral integration in the relationship of transformational leadership to manager ambidexterity.

Research limitations/implications

First, this study does not directly test whether transformational leadership encourages a focus on manager ambidexterity, although the results on behavioral integration draw attention to the usefulness of such leadership. Second, in focusing on manager ambidexterity, this paper omits key variables, especially skills and abilities.

Practical implications

Given that several aspects of leadership can be learned and adjusted, the findings suggest that organizations can improve their individual ambidexterity by helping the CEOs develop and display transformational leadership through training and mentoring. TMTs were found to rely mostly on the behavioral integration approach (collaborative behavior, quality of information exchange and joint decision-making) and team conflict management. Such reliance, in turn, predicts effective team behavioral coordination and subsequent manager ambidexterity.

Originality/value

First, this study goes beyond the current research that focuses primarily on ambidexterity at the inter-organizational alliance, firm and business unit levels. This earlier research lacks a conceptually and empirically validated understanding of ambidexterity at the level of the manager. In contrast, by investigating and examining the antecedents of manager ambidexterity behavior, the study develops an individual perspective to elucidate the ambidextrous mechanisms. Second, the study also contributes by explaining how transformational leadership relates to manager ambidexterity. To date, only limited research has disentangled how transformational leaders enhance managers’ teamwork (e.g. behavioral integration) and how such leaders affect the ambidextrous orientation of managers.

Details

Chinese Management Studies, vol. 15 no. 5
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 3 June 2022

Aviv Kidron

This study extends the understanding of the context of IHRM headquarters as one of the top management groups (TMGs) through the application of both upper echelons theory and…

Abstract

Purpose

This study extends the understanding of the context of IHRM headquarters as one of the top management groups (TMGs) through the application of both upper echelons theory and contextual theory.

Design/methodology/approach

Semi-structured interviews were conducted with senior Israeli HR managers from international advanced-technology companies.

Findings

This study expands on theory by explaining how contexts act as constraints or opportunities for IHRM headquarter professionals as TMGs. The organizational context in which the IHRM headquarters take part is based on two themes: organizational structure and shared values. This is followed by the context of IHRM headquarters that includes two foundations for integration: strategic IHRM and trust. Finally, integration is derived from two themes: collaborative behaviors and electronic HRM.

Originality/value

This research has yielded a theoretical framework, which makes progress toward developing an integrative paradigm between IHRM headquarters' behavioral integration and organizational features. The paper presents a valuable “toolkit” for facilitating internal integration in IHRM headquarters.

Details

EuroMed Journal of Business, vol. 18 no. 4
Type: Research Article
ISSN: 1450-2194

Keywords

Article
Publication date: 8 April 2014

Carmen Camelo-Ordaz, Joaquin García-Cruz and Elena Sousa-Ginel

The aim of this paper is to analyze the influence of two categories of conflict antecedents – input and behavior antecedents – on the level of relationship conflict (RC) in top…

2023

Abstract

Purpose

The aim of this paper is to analyze the influence of two categories of conflict antecedents – input and behavior antecedents – on the level of relationship conflict (RC) in top management teams (TMTs). The authors apply a process view to conflict, and consider that the effect of the input antecedents on RC may be mediated by a behavioral antecedent: behavioral integration.

Design/methodology/approach

Using a survey instrument, multi-informant data were collected from 64 TMTs. An aggregation and measurement analysis was performed. To test the hypotheses of mediation, bootstrapping procedures were used.

Findings

The results show that the effects of team tenure, intragroup trust and value consensus on relationship conflict are mediated by behavioral integration. However, TMT size does not affect relationship conflict – either directly or indirectly – through behavioral integration.

Research limitations/implications

It is concluded that encouraging intragroup trust and value consensus among TMT members facilitates the integrated behavior of the team. This behavioral integration may allow conflict to be constructive. Therefore, firms should make an effort to encourage this psychological context.

Originality/value

Previous research about the antecedents of RC in the field of TMTs is inconclusive. Additionally, a new approach to conflict antecedents is considered, to establish a direct and independent relationship between different categories of antecedents and TMT conflict. A relationship of interdependence is considered between different types of antecedents and their effects on RC.

Details

International Journal of Conflict Management, vol. 25 no. 2
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 8 January 2018

Aparna Venugopal, Krishnan T.N. and Manish Kumar

Past studies have associated top management’s paradoxical cognition and actions with the ambidextrous performance of firms. Compared to large firms, the top management members of…

1386

Abstract

Purpose

Past studies have associated top management’s paradoxical cognition and actions with the ambidextrous performance of firms. Compared to large firms, the top management members of small firms play a focal role in resolving the paradoxical tensions of explorative and exploitative innovation strategies. Anchored in the upper echelons perspective, the purpose of this paper is to explore the influences of two top management team (TMT) processes on organizational ambidexterity: TMT behavioral integration and TMT involvement in small and medium enterprises (SMEs).

Design/methodology/approach

The research is set in the context of 78 hi-tech SMEs across IT, biotech, and electronics industry. Multiple responses were collected from each firm. The authors used hierarchical regression analysis to test the hypotheses.

Findings

The findings from this paper demonstrate that the process of TMT behavioral integration enhances organizational ambidexterity. However, the results show that neither the top management’s involvement, nor the interaction of the top management’s involvement with the behavioral integration of a TMT, enhances organizational ambidexterity.

Research limitations/implications

The limited examination of two TMT processes has restricted the scope of this paper. The study has also been unable to measure paradoxical cognition in the TMT objectively and without proxy measures.

Originality/value

The results from this study add to the existing literature on paradoxical cognition, ambidexterity, and behavioral integration. The results from this study also lend support to the upper echelons perspective. Further, the findings from this paper present significant practical implications by throwing light on the senior team processes necessary for small ambidextrous firms in emerging economies. The volatile and rather unpredictable nature of emerging economies underscore the relevance of examining the facilitating conditions of small ambidextrous firms in these countries.

Details

Management Decision, vol. 56 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 19 March 2021

Aspasia Pastra, Dimitrios N. Koufopoulos, Nikola Samac and Tafsir Johansson

This study aims to understand the relationship between behavioral integration in the boardroom and board performance.

Abstract

Purpose

This study aims to understand the relationship between behavioral integration in the boardroom and board performance.

Design/methodology/approach

The authors performed a series of multiple hierarchical regression analyses to explore research questions. Primary data were collected via questionnaires from 184 Nordic members to identify perceptions of behavioral integration and board performance in their boardroom.

Findings

The authors found that different dimensions of behavioral integration have a different effect on board performance. The collaborative behavior of the board did not predict any dimension of board performance, whereas information exchange predicted one dimension of board performance, that of providing strategic leadership. The paramount role of joint decision-making is underlined in this study as this positively predicted all of the dimensions of board performance (strategic leadership, networking and readiness of the board).

Research limitations/implications

Future research should investigate behavioral integration among board members using a longitudinal design and expand the sample cross-culturally.

Practical implications

For forming high-performing teams, emphasis should be given on the joint decision-making. Understanding the joint problems, transparency in actions and discussion about the problem under consideration are of paramount importance for the effectiveness of the team.

Social implications

Team’s conversational environment has crucial impact on team outcomes.

Originality/value

This is one of the rare studies that examine perceptions of executives about the level of behavioral integration in their board.

Details

Team Performance Management: An International Journal, vol. 27 no. 3/4
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 12 September 2016

Christos S. Tsanos and Konstantinos G. Zografos

This study aims to examine the effects of behavioural antecedents of collaboration in supply chain relationships on supply chain integration and performance by developing and…

2884

Abstract

Purpose

This study aims to examine the effects of behavioural antecedents of collaboration in supply chain relationships on supply chain integration and performance by developing and empirically validating a model linking these constructs.

Design/methodology/approach

A conceptual model was developed based on the relational exchange theory, social exchange theory and resource-based view. An international survey with supply chain/logistics managers from manufacturing focal firms based in Europe, USA and Asia was conducted; they provided input on upstream and downstream relationships based on their actual interaction and experience with supply chain partners. The collected data, which reflect supply chain managers’ perceptions on the above described phenomena, were analysed using the partial least squares method.

Findings

Mutuality, reciprocity, trust and commitment are instrumental for the formation of supply chain relationships characterised by higher information integration. In turn, information integration has much stronger impact on the coordination of operational decisions related to production and demand planning than on decisions related to actual production processes, but, interestingly, the latter affects supply chain performance much more than the former.

Research limitations/implications

The research could benefit from a longitudinal rather than a cross-sectional approach, incorporating multiple respondents such as representatives of supply chain partners and senior management of the focal firm, to capture potentially varying opinions on the supply chain phenomena under examination.

Practical implications

The results can assist supply chain decision-makers in understanding the importance of behavioural closeness between supply chain partners for the development of collaborative supply chain relationships that lead to higher integration and superior performance. Insight is provided on linkages between examined dimensions of supply chain integration. A process view of intermediate steps needed to translate collaborative relationships into higher supply chain integration and performance across the supply chain is offered.

Originality/value

The development and testing of an integrated model examining linkages between supply chain relationship antecedents, integration and performance is an original contribution. By proposing and confirming a sequential order of the influence of behavioural antecedents, integration dimensions and their impact on supply chain performance, the paper sets foundations of a roadmap for achieving higher supply chain performance from collaborative supply chain relationships. Finally, the paper contributes to the limited theoretical justification on the development of knowledge for assisting decision-making in SCM/logistics and its integration into models, processes and tasks.

Details

Supply Chain Management: An International Journal, vol. 21 no. 6
Type: Research Article
ISSN: 1359-8546

Keywords

Article
Publication date: 26 April 2013

Leung Wai On, Xin Liang, Richard Priem and Margaret Shaffer

This study seeks to identify antecedents of trust among top managers representing partners in international joint ventures (IJVs) and to show how this trust influences IJV…

1359

Abstract

Purpose

This study seeks to identify antecedents of trust among top managers representing partners in international joint ventures (IJVs) and to show how this trust influences IJV performance.

Design/methodology/approach

The paper proposes that the national cultural distance of the foreign partner, the business similarity of partners' organizations and behavioural integration are antecedents to trust, and that trust is a key mediator through which these antecedents affect IJV performance. Data are collected through a field survey from IJVs in Beijing and Shenzhen, PRC, and employ regression analysis to test these propositions.

Findings

It is found that: trust across IJV factional subgroups is influenced by partners' business similarity and by the behavioural integration of top managers representing the partners from both sides; and this trust mediates the relationship between the behavioural integration of top managers in Sino‐foreign IJVs and overall venture performance. The effects of business similarity and partner national cultural distance on overall performance were not mediated by trust.

Research limitations/implications

The sample of the study used is limited to one country only – China. Besides, the paper's measures of cultural distance and categorization of national origin of foreign partners of IJVs may be subject to criticism.

Practical implications

First, the paper explicitly hypothesizes and tests the role of trust as a mediator of the relationships between trust antecedents and IJV performance. This is done in order to develop a more detailed understanding of how fixed partner characteristics and adjustable group processes affect IJV outcomes. Second, the study finds evidence that supports situational perspective and developmental perspective of trust development, but not the deterministic perspective. This is also consistent with some additional qualitative evidence which the authors collected through interviews. Third, the results indicate that some trust antecedents have direct effects on IJV performance, while others affect IJV performance through partner trust.

Originality/value

The study's exploratory results offer important new information for IJV researchers and for managers of IJVs.

Details

Journal of Asia Business Studies, vol. 7 no. 2
Type: Research Article
ISSN: 1558-7894

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

Article
Publication date: 15 November 2012

Jiajun Gu, Qingxiong Weng and Fenghua Xie

The aim of this paper is to explore the relationship between leadership style, top management teams' (TMTs') behavioral integration, and strategic decision‐making speed. It…

1344

Abstract

Purpose

The aim of this paper is to explore the relationship between leadership style, top management teams' (TMTs') behavioral integration, and strategic decision‐making speed. It reveals how leadership impacts on team progress and strategic decision‐making speed.

Design/methodology/approach

The sample was collected from more than ten provinces/cities in China. Factor analysis and structural equation model (SEM) were used to conduct the data.

Findings

The empirical study found that leadership style has a direct positive impact on the speed of strategic decision making, and an indirect positive impact on the speed of strategic decision making through the team behavior integration. The results of SEM show both leadership style and team behavior integration have a significant impact on strategic decision‐making speed. It demonstrates that transformational leadership and transactional leadership have both direct and indirect impact on the speed of strategic decisions. Moreover, transformational leadership has a greater impact than transactional leadership on team behavior integration and strategic decision‐making speed.

Originality/value

The study enriches the empirical test on the relationship between leadership, team and decision speed, therefore helping us further understand how to improve the speed of strategic decision‐making.

Book part
Publication date: 6 November 2015

Ekaterina S. Bjornali and Andreas Ellingsen

Given prior limited research on boards in clean-tech enterprises, we investigate what constitutes an effective board exploring in-depth: who the board members are, what roles they…

Abstract

Purpose

Given prior limited research on boards in clean-tech enterprises, we investigate what constitutes an effective board exploring in-depth: who the board members are, what roles they perform and how these roles are performed.

Methodology/approach

Our study is an inductive, multiple case study of five clean-tech enterprises established in Norway.

Findings

We find that board composition in terms of complementary resources that the top management team lacks added by outside directors, their increased engagement in the board service role and board behavioural integration are important constituents of board effectiveness, which in turn translates into the increased levels of the firm’s strategic action capabilities, both action speed and breadth.

Research limitations/implications

We suggest that these three constituents (prevalence of outside directors, board service role engagement and board behavioural integration) together make up the board contribution, which is most valued by clean-tech enterprises in the earliest stages of their development. Future research could be conducted in other types of high-tech start-ups and/or in other hybrid social enterprises to strengthen the generalizability of our findings.

Originality/value

While the mainstream governance research focuses on for-profit boards in large established companies, our study adds to the research on non-for-profit governance and boards in clean-tech enterprises that are both small entrepreneurial and hybrid social enterprises.

Details

Contingency, Behavioural and Evolutionary Perspectives on Public and Nonprofit Governance
Type: Book
ISBN: 978-1-78560-429-4

Keywords

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