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1 – 10 of over 3000Qi Yao, Hongjuan Tang, Yunqing Liu and Francis Boadu
Successful digital transformation involves all areas which bring new impacts and challenges to the leadership of the enterprise. From the perspective of organizational…
Abstract
Purpose
Successful digital transformation involves all areas which bring new impacts and challenges to the leadership of the enterprise. From the perspective of organizational identification, the authors construct a theoretical model of digital leadership–digital strategic consensus–digital transformation and explore the different moderated mediation effects of diversity types.
Design/methodology/approach
This paper obtains data from 351 Chinese science and technology enterprises and uses regression analysis and bootstrap analysis to test the research hypotheses.
Findings
The results demonstrate that digital leadership has a positive impact on digital transformation. Digital strategic consensus partially mediates the linkage between digital leadership and digital transformation. Disparity diversity and variety diversity positively moderate the mediating role of digital strategic consensus between digital leadership and digital transformation, respectively; and separation diversity negatively moderates the mediating role of digital strategic consensus between digital leadership and digital transformation.
Originality/value
The research innovatively measures digital leadership and digital transformation. It expands the application of leadership, strategic consensus, diversity and other related theories in a digital context and provides a decision-making basis for enterprises' digital transformation.
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Víctor Temprano-García, Ana Isabel Rodríguez-Escudero and Javier Rodríguez-Pinto
This research is primarily concerned with studying the impact of brand workers' problems on brand deletion (BD) outcomes. The authors also analyze how the level of consensus…
Abstract
Purpose
This research is primarily concerned with studying the impact of brand workers' problems on brand deletion (BD) outcomes. The authors also analyze how the level of consensus achieved during BD adoption and implementation influences the impact of brand workers' problems on BD outcomes.
Design/methodology/approach
A questionnaire was designed to obtain data from a representative sample of 155 real cases of BD.
Findings
Findings indicate that in contexts where workers feel their jobs are threatened or challenged, BD success may be undermined. However, the company does possess one important mechanism that can alleviate the negative impact of brand workers' problems: empowering them to pave the way toward consensus-building. Results do not support a negative effect of brand workers' problems on BD time efficiency or any effect of BD time efficiency on BD's contribution to a firm's economic performance.
Practical implications
Managers must be aware that problems derived from brand workers' actions are especially harmful for the company when there is no consensus, such that managers must prevent deletion from occurring under these circumstances.
Originality/value
This pioneering study proposes and empirically validates the relationship between brand workers' problems and BD success and BD time efficiency, moderated by consensus.
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Felix Preshanth Santhiapillai and R.M. Chandima Ratnayake
This paper aims to propose a methodology to support public managers' adaptation of the Hoshin Kanri (HK) strategy deployment approach in the context of lean thinking (LT)…
Abstract
Purpose
This paper aims to propose a methodology to support public managers' adaptation of the Hoshin Kanri (HK) strategy deployment approach in the context of lean thinking (LT), considering strategic alignment and consensus reaching when prioritizing a vital few of the organization's continuous improvement (CI) projects.
Design/methodology/approach
The methodology incorporates the A3 problem-solving report into the HK approach to identify and outline CI projects. The priority and deployment of the projects are weighted by a composite score for impact and innovation using the Delphi method. The proposed methodology was applied in one Norwegian police district as part of action research.
Findings
The obtained results indicate that the proposed methodology provides an intuitive and systematic approach to weigh the importance and ensure alignment of CI projects with the organization's strategy and goals. Consequently, this minimizes the possibility of strategy deployment priorities being weighted by decision bias and siloed decision-making.
Originality/value
The literature on strategy deployment in the context of LT in police services is significantly limited and this study aids in fixing this gap. The adapted HK approach can support the implementation of LT as an integral part of a comprehensive strategic management system, thereby enabling knowledge sharing and exploration of the extendibility of implemented best practices and improvement ideas to problems arising across the organization.
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Kristján Vigfússon, Lára Jóhannsdóttir, Snjólfur Ólafsson and Mehmet Ali Köseoğlu
This study focuses on the key success factors (KSFs) for strategy implementation in the fisheries industry in Iceland identified by chief executive officers within the industry…
Abstract
Purpose
This study focuses on the key success factors (KSFs) for strategy implementation in the fisheries industry in Iceland identified by chief executive officers within the industry. The purpose is to provide a comprehensive categorization of KSFs that influence how strategy is mobilized. The secondary aim is to uncover the level of priority that companies place on the dimensions of the United Nations (UN) Sustainable Development Goals (SDGs).
Design/methodology/approach
The methodology involves qualitative case studies based on in-depth elite interviews with nine chief executive officers of Icelandic fishing companies.
Findings
The research indicates strategy implementation can be improved in four main areas. First, by engaging and involving all employees in the implementation process. Second, by enhancing bottom-up innovation and communication. Third, through alignment of the corporate strategy and the UN SDGs, and fourth, by following rigorous action plans with clear, measurable and prioritized objectives and timeframes for the managers to follow. These improvements have both theoretical and practical implications for the fishing industry. Consequently, a conceptual framework for integrated strategy implementation in the fisheries industry is proposed.
Research limitations/implications
A limited number of in-depth elite interviews were conducted since access to the chief executive officers of the country’s largest fishing companies proved challenging. However, the nine companies collectively hold nearly 50% of the country’s total quota, thereby proving a deep understanding of the topic relevant to the industry. The research uncovered a substantial cross-section of viewpoints, and as such, the results are relevant for both academia and practitioners alike.
Originality/value
This study contributes to the debate on KSFs relevant to strategy implementation within a specific industry but also aligns with the UN SDGs by proposing a dedicated framework for implementing strategies in the fisheries industry. Overall, this study can help managers achieve strategy implementation.
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Yujiao Chen, Rui Li and Tiebo Song
Corporate digital transformation (DT) and top management team (TMT) internationalization seem to be concomitant phenomena in recent years, the former is a major change and a…
Abstract
Purpose
Corporate digital transformation (DT) and top management team (TMT) internationalization seem to be concomitant phenomena in recent years, the former is a major change and a thorough transformation requiring continuously new technologies and ideas. Excitingly, the latter shows a relatively broad vision, a large risk appetite and interest in new things. Does TMT internationalization promote DT? This question is essential for DT. Given that, this article will aim to discuss and examine whether and how TMT internationalization affects corporate DT.
Design/methodology/approach
This article takes China's A-share listed manufacturing companies from 2011 to 2019 as a sample. The quantitative text analysis method is used to measure attention related to digitalization. This paper discusses: (1) The decision-making logic and cognitive process mechanism of “TMT internationalization–attention related to digitalization–corporate DT”. (2) The moderating effect of shared corporate mission of the TMT on the cognitive process of decision-making, that is, the social process of transforming individual cognition into team cognition, and the social process of transforming team cognition into corporate decision-making.
Findings
TMT internationalization promotes DT. As an external manifestation of team cognition, attention plays a positive role as an intermediary mechanism. Specifically, executives with overseas experience have higher urgency assessment and manageable assessment, thus affecting their attention to digitalization positively, thereby promoting DT. This article does not demonstrate the moderating effect of shared corporate mission on the cognitive process, but it promotes DT directly, and only plays a role in the precognitive stage.
Originality/value
This article is the first one to study the relationship between TMT internationalization and corporate DT, which has practical guiding significance for DT and the “going out” strategies of the TMT. Also, the combination of upper echelons theory and cognitive theory opens up the black box of the strategic process. Lastly, this research explores the formation process of team cognition, which is always neglected by previous studies of the TMT demographic characteristics.
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Sven Januszek, Torbjørn H. Netland and Andrea Furlan
Do managers at different hierarchical levels in a firm perceive the effectiveness of a lean program differently, and does it matter for their commitment to it and the resulting…
Abstract
Purpose
Do managers at different hierarchical levels in a firm perceive the effectiveness of a lean program differently, and does it matter for their commitment to it and the resulting lean implementation? This study answers these questions by analyzing the perceptions and behaviors of top and middle managers in a manufacturer deploying a global lean program.
Design/methodology/approach
The authors hypothesize that managers at different levels perceive lean programs differently, which, in turn, should affect their commitment to lean and the resulting implementation. To test these relationships empirically, the authors collect survey data from a global manufacturer in the process industry and analyze them using hierarchical linear regression and structural equation modeling.
Findings
The findings show that middle managers perceive lean programs as more effective than top managers do. They further show that higher commitment from the top and middle managers to the lean program is positively related to building the organizational infrastructure needed for lean implementation.
Research limitations/implications
This research is conducted in one global company. Although the research setting implicitly controls for many possible confounding variables, such as the product and process complexity or organizational culture, future research can explore and test the findings in other organizational contexts.
Originality/value
This study is the first to empirically study the relations between perceptions of and commitment to lean programs across different hierarchical levels and what it means for program implementation. The paper contributes new plausible explanations for why many lean programs slow down.
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Martin Hemmert, Cecile K. Cho and Ji Young Lee
Building on upper echelons theory, the authors advance the literature on the influence of diversity on innovation by studying the link between top management team (TMT) gender…
Abstract
Purpose
Building on upper echelons theory, the authors advance the literature on the influence of diversity on innovation by studying the link between top management team (TMT) gender diversity and innovation performance and the link's boundary conditions.
Design/methodology/approach
The authors analyze survey data from 390 manufacturing establishments in Germany and India through an ordinary least square (OLS) regression analysis.
Findings
TMT gender diversity is positively related to innovation performance. The influence of gender diversity on innovation performance is not strengthened by team level attributes, including cognitive proficiency and openness to external information. In contrast, TMT gender diversity enhances innovation performance more strongly in Germany than in India, indicating the relevance of country-level cultural norms for leveraging gender diversity.
Research limitations/implications
The authors' study is built on data from two countries only, based on TMTs in the manufacturing sector and cross-sectional. Future studies may address these limitations by considering more countries, examining TMTs in the service sector and applying experimental or longitudinal research designs.
Practical implications
Executives should establish gender diverse TMTs to enhance innovation performance and leverage diverse views of male and female managers effectively. Managers located in countries with strongly hierarchical cultural norms should promote egalitarian values at the organizational level to increase the effectiveness of gender diverse TMTs.
Originality/value
This is the first study which examines the moderating effect of country-level cultural norms on the relationship between TMT gender diversity and innovation performance.
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Yu-Ping Chen, Margaret Shaffer, Janice R.W. Joplin and Richard Posthuma
Drawing on the challenge–hindrance stressor framework and the “too-much-of-a-good-thing” principle, this study examined the curvilinear effects of two emic social challenge…
Abstract
Purpose
Drawing on the challenge–hindrance stressor framework and the “too-much-of-a-good-thing” principle, this study examined the curvilinear effects of two emic social challenge stressors (guanxi beliefs and participative decision-making (PDM)) and the moderating effect of an etic social hindrance stressor (perceived organizational politics) on Hong Kong and United States nurses’ job satisfaction.
Design/methodology/approach
A quantitative survey method was implemented, with the data provided by 355 Hong Kong nurses and 116 United States nurses. Structural equation modeling was used to examine the degree of measurement equivalence across Hong Kong and US nurses. The proposed model and the research questions were tested using nonlinear structural equation modeling analyses.
Findings
The results show that while guanxi beliefs only showed an inverted U-shaped relation on Hong Kong nurses’ job satisfaction, PDM had an inverted U-shaped relation with both Hong Kong and United States nurses’ job satisfaction. The authors also found that Hong Kong nurses experienced the highest job satisfaction when their guanxi beliefs and perceived organization politics were both high.
Research limitations/implications
The results add to the comprehension of the nuances of the often-held assumption of linearity in organizational sciences and support the speculation of social stressors-outcomes linkages.
Practical implications
Managers need to recognize that while the nurturing and development of effective relationships with employees via social interaction are important, managers also need to be aware that too much guanxi and PDM may lead employees to feel overwhelmed with expectations of reciprocity and reconciliation to such an extent that they suffer adverse outcomes and become dissatisfied with their jobs.
Originality/value
First, the authors found that influences of guanxi beliefs and PDM are not purely linear and that previous research may have neglected the curvilinear nature of their influences on job satisfaction. Second, the authors echo researchers’ call to consider an organization’s political context to fully understand employees’ attitudes and reactions toward social interactions at work. Third, the authors examine boundary conditions of curvilinear relationships to understand the delicate dynamics.
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Anna Motylska-Kuzma, Izabela Szymanska and Krzysztof Safin
This paper investigates the impact of family influence measured by the F-PEC scale on private enterprise (both family firms and lone founders) leadership succession strategy.
Abstract
Purpose
This paper investigates the impact of family influence measured by the F-PEC scale on private enterprise (both family firms and lone founders) leadership succession strategy.
Design/methodology/approach
The research dataset is comprised of 390 private enterprises whose head offices were situated in the voivodeships of Lower Silesia and Wielkopolska in Poland. The authors collected data through CAPI (computer-assisted personal interviewing) method, as well as through comprehensive, structured interviews with company owners. Data were analysed using hierarchical logistic regression for each type of succession strategy.
Findings
The results suggest that increased family influence does not necessarily lead to intra-family leadership succession in private enterprises. Importantly, a range of findings contradicted authors' predictions. The relationship between the overall F-PEC scale values signifying the multi-faceted family influence over the business and the choice of internal successor was weakly negative for the total sample; also, the higher the overlap between family and business values and the higher the commitment to family business, as evidenced by the Culture subscale, the lower was the occurrence of intra-family successor choice in the population of lone founders. The Culture subscale also increased the prevalence of lack of succession planning in the sample of lone founders.
Originality/value
While several studies suggests that family firms may be more prone to choose an intra-family succession scenario, it remains unclear how lower levels of business and succession experience, may influence the successor choice. Indeed, some studies suggest that a strong family influence over a business, may stimulate family firms to choose a family outsider as a business leader. Therefore, the key contribution of this study is contextualizing the response to an ongoing succession debate. This study investigates the strategic choices of companies in the first generation of ownership operating in Poland, which serves as an example of a post-transition economy. While the characteristics of this economic environment may be unique, the authors discuss how the surprising findings may add to the understanding of the general succession processes present in private enterprises.
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Veysel Cataltepe, Rifat Kamasak, Füsun Bulutlar and Deniz Palalar Alkan
This study aims to explore the roles and relations of dynamic capabilities (DCs) and marketing capabilities (MCs) to generate firm performance through new empirical data from the…
Abstract
Purpose
This study aims to explore the roles and relations of dynamic capabilities (DCs) and marketing capabilities (MCs) to generate firm performance through new empirical data from the automotive industry in an emerging market, Turkey, where volatile market conditions may compel firms to use both their DCs and MCs. The automotive industry dynamic character, which is shaped by fierce competition among car manufacturers, fluctuating customer demands and strong effect of environmental forces, provides an ideal context for examining the performance outcomes of MC and DC in non-static environments. This study aims to show whether better financial performance can be achieved through an integrated MC and DC framework; if the level of environmental dynamism (ED) influences the utilization of MCs; and the impact of MC and DC convergence on firm performance by using emerging market data, which is rare in the extant literature.
Design/methodology/approach
This paper empirically investigates the role of MCs on the relationship between DCs and firm performance and the effect of ED in marketing capability development through a study of 162 top level managers from the automotive industry in Turkey using multiple regression methods. A self-administered questionnaire was used to collect data. A maximum concern was given to obtain at least three questionnaires from each firm to minimize the risk of getting biased answers from only one manager.
Findings
The data were analyzed by the regression method, and the mediation and moderation tests were conducted to test the established hypotheses. The direct relationship between MCs and firm performance was examined through linear regression, and a significant relationship was found (ß = 0.408; t = 5.656; p < 0.001). Pricing (ß = 0.404; p < 0.001), marketing research (ß = 0.367; p < 0.001) and marketing strategy and implementation (ß = 0.336; p < 0.001) had the strongest association with firm performance. The mediating role of MC on the relationship between DC and firm performance was assessed, and the analysis result yielded a significant result (ß = 0.439; t = 6.174; p < 0.001). Finally, the moderating effect of ED on the direct relationship between MC and firm performance was assessed. Yet, the interaction term was insignificant (ß = 0.013; t = 0.103; p = 0.918) in predicting firm performance.
Research limitations/implications
Although the data set covers a broad range of firms operating in the Turkish automotive industry, the generalization of findings should only be possible through obtaining fresh evidence from other emerging markets that possess the similar market characteristics of Turkey. The cross-sectional nature of the study may offer insights only for a certain period of time; thus, additional longitudinal studies are recommended to see the dynamic changes on the constructs and relationships between them. Future studies may also include qualitative methods, i.e. interviews with top managers to have a deeper understanding on how DC–MC interaction creates better performance.
Practical implications
This study empirically shows the importance of MCs for firm performance; thus, managers should allocate significant efforts and resources for improving MCs. The demand for the electric and even autonomous vehicles is likely to increase in the following years, and this new era in the automotive industry requires more R&D and innovation-based products, i.e. green vehicles with low carbon footprint, the use of robotics and long-life batteries for electric vehicles. The cost-related pricing may no longer be a competitive advantage for the firms in emerging markets such as Turkish automotive industry; thus, more investment for disruptive technologies should be considered.
Originality/value
The results show that MCs of firms mediated the relationship between DCs and economic performance. Yet, ED did not play a moderating role on the relationships between MCs and performance. It is concluded that DCs were associated with improved firm performance via MCs. Furthermore, the insignificant impact of ED on the development of MCs leading to better performance was explained by firms’ given over-performing efforts in the context of emerging markets.
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