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1 – 10 of over 46000Yuzhen 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.
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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.
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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…
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.
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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…
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.
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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.
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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…
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.
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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…
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.
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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.
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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…
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.
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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.
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