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Article
Publication date: 1 December 2002

Katharina Weinkauf and Martin Hoegl

Flexible and highly integrated team‐based organizational designs are often seen as the necessary response to increasing technological and market complexities and dynamics…

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Abstract

Flexible and highly integrated team‐based organizational designs are often seen as the necessary response to increasing technological and market complexities and dynamics. Building on the extant literature on team leadership, we specify and categorize leadership activities that are seen as critical to teamwork and performance in project teams. Based on an empirical study on a large‐scale project comprising 39 teams, we show how these leadership activities are carried out in the course of a project. The results indicate that individual teams did change in how strongly they performed the various leadership activities. Implications for theory and practice are discussed.

Details

Team Performance Management: An International Journal, vol. 8 no. 7/8
Type: Research Article
ISSN: 1352-7592

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Book part
Publication date: 3 March 2016

Miriam Muethel and Martin Hoegl

The team members’ expertise has been shown to increase team effectiveness when it is actively coordinated. While in face-to-face teams such expertise coordination unfolds through…

Abstract

The team members’ expertise has been shown to increase team effectiveness when it is actively coordinated. While in face-to-face teams such expertise coordination unfolds through direct interaction, expertise coordination in dispersed teams is unlikely to evolve automatically. In this context, shared leadership, that is, the distribution of leadership influence across multiple team members is argued to serve as initiating mechanism for expertise coordination.

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Book part
Publication date: 12 October 2011

Miriam Muethel and Martin Hoegl

Leadership is a crucial driver of project performance. While traditionally, the project leader was considered as the exclusive source of leadership behavior, recent research…

Abstract

Leadership is a crucial driver of project performance. While traditionally, the project leader was considered as the exclusive source of leadership behavior, recent research indicates that particularly dispersed projects may profit from joint leadership efforts by all project members. However, leadership functions in dispersed projects are likely to differ from those in a face-to-face context. In this chapter, we specify shared leadership functions for the domain of geographically dispersed project teams with high levels of task uncertainty. Arguing that shared leadership in dispersed teams occurs through interrelation of individual and team actions, we specify a dispersed screening function as well as self-, other-, and team-directed interrelation functions and develop propositions on how these functions are related to project performance. Furthermore, we point to motivational aspects of shared leadership and discuss the role of the vertical leader in developing and facilitating shared leadership.

Details

Project-Based Organizing and Strategic Management
Type: Book
ISBN: 978-1-78052-193-0

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Book part
Publication date: 28 April 2021

Abstract

Details

Work Life After Failure?: How Employees Bounce Back, Learn, and Recover from Work-Related Setbacks
Type: Book
ISBN: 978-1-83867-519-6

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Article
Publication date: 4 September 2009

Martin Hoegl, Matthias Weiss, Michael Gibbert and Liisa Välikangas

This case aims to look at a small start‐up car maker called Loremo, Inc. in Marl, Germany, that hopes to thrive by challenging resource constraints with bold innovation.

609

Abstract

Purpose

This case aims to look at a small start‐up car maker called Loremo, Inc. in Marl, Germany, that hopes to thrive by challenging resource constraints with bold innovation.

Design/methodology/approach

The authors found Loremo as part of their five‐year long study looking at how innovation manages to flourish in firms despite resource scarcity.

Findings

The paper finds that Loremo engineers had no other choice but to make virtue of necessity, to develop their car with existing technology and affordable materials, but to reconsider the traditional principles of automobile engineering, which other companies take for granted.

Research limitations/implications

The authors are doing research on companies that achieve bold innovation despite limited resources.

Practical implications

The Loremo engineers overcame the costly process that results from taking a “design stance,” a commitment to design parts to do a particular job.

Originality/value

Manufacturers in all the developed countries that are struggling with the need for radical innovation might take number of lessons from the tiny Loremo car company.

Details

Strategy & Leadership, vol. 37 no. 5
Type: Research Article
ISSN: 1087-8572

Keywords

Available. Content available
Article
Publication date: 4 April 2016

Matthias Weiss and Martin Hoegl

1091

Abstract

Details

International Journal of Managing Projects in Business, vol. 9 no. 2
Type: Research Article
ISSN: 1753-8378

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Book part
Publication date: 7 June 2019

Jennifer J. Kish-Gephart, Linda Klebe Treviño, Anjier Chen and Jacqueline Tilton

The field of behavioral business ethics has come a long way since its inception nearly five decades ago. Pioneered in part in response to a number of high-profile corporate…

Abstract

The field of behavioral business ethics has come a long way since its inception nearly five decades ago. Pioneered in part in response to a number of high-profile corporate scandals, the early field of business ethics was thought by many to be a fad that would recede along with the salience of the scandals of the day. Yet, this could not have been further from the truth. The need for behavioral business ethics research remains ever-present, as evidenced by the sustained number of scandals and unethical behavior within and by organizations. Moreover, research in this area has burgeoned. In the 1980s, only 54 articles had been published on this topic (Tenbrunsel & Smith-Crowe, 2008); today, a similar search yields over 3,000 “hits.” In light of the area’s growth, we suggest the need to take a look back at the seminal work that sparked social scientific work in the field. In particular, this chapter has two main objectives. First, we provide a review of select foundational work. In so doing, we identify some of the key trends that characterized early knowledge development in the field. Second, we draw on this historical context to consider how past trends relate to current work and speak to future research opportunities.

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Article
Publication date: 11 June 2024

Hsing-Hua Stella Chang, Cher-Min Fong and Min-Hua Chang

Empirical evidence of the value creation process through which internationalizing small and medium-sized enterprises (SMEs) develop international branding capability (IBC) to…

497

Abstract

Purpose

Empirical evidence of the value creation process through which internationalizing small and medium-sized enterprises (SMEs) develop international branding capability (IBC) to build a value-creating brand in international markets is incomplete. This research aims to investigate a theoretical framework for the determinants and outcomes of IBC in internationalizing SMEs.

Design/methodology/approach

Using surveys of 519 internationalizing SMEs, this research empirically verified the antecedents to and effects of IBC on SMEs’ value creation, which thus translates into superior performance. Furthermore, this research explores contextual factors influencing the value creation process in SME internationalization.

Findings

Findings show that SMEs with strong international marketing resource orchestration (IMRO) and relational capability are more competent in developing IBC, which assists resource-constrained SMEs to create value, as manifested through international brand equity (IBE) and improved international performance. Moreover, environmental uncertainty enhances the interplay between IMRO, relational capability, and IBC, while new entrant pressure strengthens the relationship between IBC and IBE, and price competition pressure magnifies the impact of IBE on international performance.

Originality/value

Our study pioneers conceptualization of the value creation process through which SMEs develop IBC to build value-creating brands in international markets, overcoming the liabilities of smallness and outsidership.

Details

International Marketing Review, vol. 41 no. 3/4
Type: Research Article
ISSN: 0265-1335

Keywords

Available. Content available
Article
Publication date: 4 September 2009

Robert M. Randall

377

Abstract

Details

Strategy & Leadership, vol. 37 no. 5
Type: Research Article
ISSN: 1087-8572

Available. Content available
Book part
Publication date: 3 March 2016

Abstract

Details

Leadership Lessons from Compelling Contexts
Type: Book
ISBN: 978-1-78560-942-8

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