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1 – 10 of over 4000Milton Mayfield, Jacqueline Mayfield and David Stephens
To analyze the relationship between an organization's generic strategy and its longevity.
Abstract
Purpose
To analyze the relationship between an organization's generic strategy and its longevity.
Design/methodology/approach
Companies in the USA, comic book industry were classified in the Miles and Snow generic strategic types. An ANOVA test was then used to determine the relationship between these strategic types and organizational longevity (time from market entry to exit).
Findings
Results indicate a significant link between strategic type and longevity. Organizational strategy accounts for 35 percent of the variance in longevity. Companies with a defender strategy had the greatest longevity, and prospectors had the shortest.
Research limitations/implications
The study is conducted in only one industry which may limit its generalizability.
Practical implications
This study provides insights into the role of organizational strategy on longevity, and can be used for strategic decision‐making as well as investment decisions.
Originality/value
This study is the first to link the Miles and Snow typology to organizational longevity. It also provides insights into the role of strategy in creative and knowledge‐based organizations.
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An examination of organizational Darwinism – survival of the fittest – via systems theory provides the foundation for a related analysis of the learning organization and the kinds…
Abstract
An examination of organizational Darwinism – survival of the fittest – via systems theory provides the foundation for a related analysis of the learning organization and the kinds of leaders necessary to pilot organizations through uncertain environments fraught with turbulence. Such environmental changes include the revolutionization of information, fast‐paced technological change, the dissolution of national boundaries and cultural barriers to communication, and changing values.
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This paper seeks to suggest that the responsible management of the growth process can prevent the organization from becoming “too big to fail”. Moreover, responsibly managing…
Abstract
Purpose
This paper seeks to suggest that the responsible management of the growth process can prevent the organization from becoming “too big to fail”. Moreover, responsibly managing growth enhances the organizational propensity to experience healthy longevity.
Design/methodology/approach
Four growth‐related challenges provide the basic framework that organizes the discussion and inspires the main dimensions that make up the responsible management of growth.
Findings
Responsibly managing growth comprises providing responsible responses to the growth challenges. It encompasses nurturing continued value creation; performing responsible risk management; securing value capture for the businesses (profits) and for the organization as a whole (legitimacy); performing systematic scanning of the environment; responsibly reacting to external pressures, preferably in anticipation of upcoming changes; sustaining the firm's integrity, in face of increasing diversity; and equipping the organization with the right amount and variety of skills at the right time.
Practical implications
Management should keep under close scrutiny the growth challenges and develop systematic procedures to check the impact of decisions and actions on the growth challenges.
Originality/value
The paper advances the notion that organizations exhibit a dual nature. Growing organizations can develop a potential ability to renew and self‐perpetuate; but they can also sow the seeds of their own destruction.
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Rocco Palumbo and Rosalba Manna
Whistleblowing – i.e. the employees’ decision to report illegal, immoral and/or illegitimate practices performed by peers, supervisors and/or subordinates – involves a…
Abstract
Purpose
Whistleblowing – i.e. the employees’ decision to report illegal, immoral and/or illegitimate practices performed by peers, supervisors and/or subordinates – involves a contestation of the existing organizational power. Therefore, it challenges the whistleblower’s identification with the organization. Nevertheless, whistleblowing has been rarely related to organizational identity. The purpose of this paper is to fill this gap, investigating employees’ whistleblowing intentions in the context of higher education.
Design/methodology/approach
A quantitative, exploratory analysis concerning the whistleblowing episodes that occurred in the whole population of Italian publicly owned universities and higher education institutions was performed (n=69). Secondary data about whistleblowing were retrieved from the annual reports arranged by the supervisor for the prevention of corruption and the promotion of transparency.
Findings
Most of Italian publicly owned higher education institutions did not experience whistleblowing. Conversely, less than a quarter of the sample reported at least ones whistleblowing procedure. The homogeneity of organizational identity seemed to discourage the willingness of academic employees to report organizational wrongdoings. ICT-based and anonymized whistleblowing systems were found to support the propensity of academics to blow the whistle.
Practical implications
Tailored interventions are needed to address the interplay between organizational identity and academic employees’ whistleblowing intentions. The culture of silence predominating in institutions characterized by a hegemonic organizational identity should be overwhelmed. Prevention measures intended to guarantee the whistleblower’s anonymity through the use of ICT-based platforms are useful to support the academic employees’ willingness to blow the whistle in case of organizational misconduct.
Originality/value
This is one of the first attempts to investigate the interplay between organizational identity and whistleblowing in public sector organizations.
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The financial crisis of 2007/2008 has caused many to question the basic premises of the current business system. Porter and Kramer suggest that the purpose of the corporation…
Abstract
Purpose
The financial crisis of 2007/2008 has caused many to question the basic premises of the current business system. Porter and Kramer suggest that the purpose of the corporation needs to be redefined. They posit that the corporation, rather than merely pursuing financial value creation set out to pursue shared value creation. They further declare social entrepreneurs the paragons of said shared‐value creation. The purpose of this paper is to explore that claim.
Design/methodology/approach
This paper critically analyzes the pathway of shared‐value creation in three leading social enterprises employing a genealogical perspective.
Findings
It is found that very innovative shared‐value creating ventures opted out of balance‐oriented, shared‐value creation strategies and embraced either financial or social‐value primacy strategies over time. The findings thus question the power of the shared‐value creation notion when viewed as balance orientation.
Originality/value
The paper presents a new concept, a new methodology, and interesting case studies.
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Rabindra Kumar Pradhan, Lalatendu Kesari Jena and Nrusingh Prasad Panigrahy
Sustainability is seeking for a new approach to bolster organisational success as it is expected to be mobilised through collaborative efforts of employees and management. The…
Abstract
Purpose
Sustainability is seeking for a new approach to bolster organisational success as it is expected to be mobilised through collaborative efforts of employees and management. The present study aims to examine the moderating role of sustainability practices between self-efficacy and organisational citizenship behaviour (OCB).
Design/methodology/approach
A total of 527 full-time executives employed in Indian public and private manufacturing industries were surveyed. Harman’s single-factor test was carried out using analysis of moment structures (AMOS 20.0) to test the bias associated because of common method variance (CMV). Moderated regression analysis was used through hierarchical models to test the proposed hypotheses.
Findings
The results indicate a positive relationship between self-efficacy and OCB. The significant moderation effect was observed in the interaction graph, as the simple slope analysis indicated relatively high level of sustainability practices and self-efficacy and they were found to be positively associated with OCB.
Research limitations/implications
The cross-sectional sample of executives employed in Indian manufacturing organisations limits the generalisation of the findings. The study has not figured the temporal effects and hence longitudinal studies have also been proposed for the assessment of causality.
Practical implications
Organisations are expected to foster inclusiveness and open channel of communication with their employees to execute best sustainable practices. HR department need to create awareness among their employees and establish an ongoing feedback mechanism to promote such psychological drives.
Originality/value
The proposed model and the subsequent findings of the study extend the literature on the relationship among self-efficacy, OCB and sustainability practices. The outcome of this work can be used by HR functionaries and senior management practitioners while formulating and implementing the sustainability strategies.
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The purpose of this paper is to investigate the longevity implications of exploitation and exploration. It examines the main effect of exploitation, the main effect of…
Abstract
Purpose
The purpose of this paper is to investigate the longevity implications of exploitation and exploration. It examines the main effect of exploitation, the main effect of exploration, and the interaction effect of exploitation and exploration on organizational longevity.
Design/methodology/approach
This study employs Cox Proportional Hazard Model in analyzing 20-year data from the hard disk drive industry.
Findings
Exploitation, independent of exploration, has a positive impact on organizational longevity. Exploration, independent of exploitation, has a curvilinear impact on organizational longevity. Jointly, exploitation weakens the curvilinear relationship between exploration and organizational longevity.
Research limitations/implications
This study challenges the dualistic view that exploitation is for “current viability” and exploration is for “future viability.” It suggests that firms need to actively engage in (instead of compromise) both exploitation and exploration in order to prolong their lifespan despite the counter force triggered by the negative dynamics between exploitation and exploration.
Practical implications
In order to prolong organizational longevity, firms need to fully engage in (but not compromise) their existing product-market domains, actively explore (but not over-explore) their new product-market domain, and to embrace (but not avoid) the tension between exploitation and exploration.
Originality/value
This study is one of the few that systematically and empirically examined the longevity implications of exploitation and exploration. It adds specificity and precision to the understanding of how exploitation and exploration, independently and jointly, affect organizational longevity.
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Carroll M. Graham and Fredrick Muyia Nafukho
The purpose of this study is to determine employees' perception of the dimension of culture toward organizational learning readiness. The study also seeks to compare employees'…
Abstract
Purpose
The purpose of this study is to determine employees' perception of the dimension of culture toward organizational learning readiness. The study also seeks to compare employees' work experience (longevity), work shifts and their perception toward the dimension of culture in enhancing organizational learning readiness.
Design/methodology/approach
A questionnaire was administered to 150 employees of a manufacturing enterprise. ANOVA was utilized to investigate the relationship between longevity, work shift, and perception toward the dimension of culture in enhancing organizational learning. To determine which of the work shifts had a significant relationship with the dependent variable employees' perception toward the dimension of culture in enhancing organizational learning, a posteriori contrasts were established.
Findings
The independent variables longevity and work shift were statistically significant, while the interaction effect was nonsignificant. Omega‐squared test statistic revealed longevity and work shift each accounted for 9 percent and 7 percent, respectively of the variance in the dependent variable employee perception toward the dimension of culture in enhancing organizational learning. Moderate effect sizes for independent variables longevity and work shift were also established.
Research limitations/implications
The application of the results of this study is limited to the one small business enterprise that participated in this study and cannot be generalized to other similar organizations. But the findings are important since they reveal that employees' work experience and work shifts make a difference when compared to the participants' perception toward the dimension of culture in enhancing organizational learning readiness of the small business enterprise studied.
Practical implications
Findings of this study show that it is important to determine the perceptions of employees toward the dimension of culture in enhancing organizational learning readiness. In addition, managers of this small business enterprise should find the results of this study useful in designing work shifts intended to promote organizational learning practices. Emphasis should be directed towards shift interface issues, knowledge dissemination, and evaluation.
Originality/value
Organizational learning has been well researched in large business enterprises. However, limited research in small business enterprises exists. This study set out to determine the employees' perception of the dimension of culture in enhancing learning readiness in a small business enterprise.
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Serves as an introduction to the special issue on organizational longevity published in the Journal of Organizational Change Management. The issues of researching and writing…
Abstract
Serves as an introduction to the special issue on organizational longevity published in the Journal of Organizational Change Management. The issues of researching and writing about organizational longevity are described and the content of the special issue is related to a theoretical perspective that focuses on the nature of technological, environmental and cultural change.
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The purpose of this paper is to examine the mediating effects of team commitment and longevity between managerial trust and team performance (e.g. team learning and product…
Abstract
Purpose
The purpose of this paper is to examine the mediating effects of team commitment and longevity between managerial trust and team performance (e.g. team learning and product success), using environmental turbulence as a moderator.
Design/methodology/approach
To test the proposed model, data were collected from 335 team members and team leaders of 107 Turkish new product/project development teams.
Findings
The results of the structural equation model showed that managerial trust (as rated by team members) was significantly associated with team commitment and longevity; and team commitment and longevity significantly mediated the relationships between managerial trust and team learning, and managerial trust and product success. Moreover, the findings showed that the impact of managerial trust on team commitment and longevity was higher when environmental turbulence was high. However, the mediating impact of team commitment was significant regardless of market or technical turbulence; and team longevity had a significant mediating impact if environment was turbulent. Theoretical and managerial implications of the study findings were discussed at the end.
Originality/value
The novelty of the research lies in the empirical test of managerial trust in the context of teams with innovation projects (e.g. product development teams). Furthermore, the inclusion of team commitment and longevity as moderators represents an added value of the study.
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