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Article
Publication date: 7 July 2023

David Holger Schmidt, Dirk van Dierendonck and Ulrike Weber

This study focuses on leadership in organizations where big data analytics (BDA) is an essential component of corporate strategy. While leadership researchers have conducted…

13032

Abstract

Purpose

This study focuses on leadership in organizations where big data analytics (BDA) is an essential component of corporate strategy. While leadership researchers have conducted promising studies in the field of digital transformation, the impact of BDA on leadership is still unexplored.

Design/methodology/approach

This study is based on semi-structured interviews with 33 organizational leaders and subject-matter experts from various industries. Using a grounded theory approach, a framework is provided for the emergent field of BDA in leadership research.

Findings

The authors present a conceptual model comprising foundational competencies and higher order roles that are data analytical skills, data self-efficacy, problem spotter, influencer, knowledge facilitator, visionary and team leader.

Research limitations/implications

This study focuses on BDA competency research emerging as an intersection between leadership research and information systems research. The authors encourage a longitudinal study to validate the findings.

Practical implications

The authors provide a competency framework for organizational leaders. It serves as a guideline for leaders to best support the BDA initiatives of the organization. The competency framework can support recruiting, selection and leader promotion.

Originality/value

This study provides a novel BDA leadership competency framework with a unique combination of competencies and higher order roles.

Details

Journal of Management Development, vol. 42 no. 4
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 April 2003

Georgios I. Zekos

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some…

101260

Abstract

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

Details

Managerial Law, vol. 45 no. 1/2
Type: Research Article
ISSN: 0309-0558

Keywords

Available. Content available
355

Abstract

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Nutrition & Food Science, vol. 38 no. 2
Type: Research Article
ISSN: 0034-6659

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Article
Publication date: 2 July 2018

Anna Dubiel, Sourindra Banerjee, Holger Ernst and Mohan Subramaniam

The purpose of this paper is to investigate how firms can better manage new product development (NPD) for international markets (IMs). This is not a trivial task as, for most…

1252

Abstract

Purpose

The purpose of this paper is to investigate how firms can better manage new product development (NPD) for international markets (IMs). This is not a trivial task as, for most firms, NPD still tends to be rooted in domestic operations.

Design/methodology/approach

This study proposes IM information (IMI) use across three stages of the NPD process (concept development, product development and commercialization) as a key driver of international NPD performance. This study also examines two antecedents of such usage: international firm experience; and international innovation culture. A conceptual framework is tested using structural equation modeling, based on data from 137 strategic business units of German firms.

Findings

The use of IMI during commercialization has a U-shaped (positive quadratic) relationship with international NPD performance, whereas curvilinear relationships in the concept and product-development stages cannot be confirmed. Having an internationally oriented innovation culture increases the level of IMI usage in all NPD process stages, while a firm’s international experience only does so in the commercialization stage. Thus, international experience does not necessarily impact access to and understanding of IMI in the early NPD stages.

Research limitations/implications

This study furthers understanding of NPD phenomena in an international context. However, future studies might consider exploring the mixed patterns of IMI use and NPD performance by looking at new forms and tools of market information management. Moreover, they may uncover more drivers of IMI use and test their frameworks in different contexts.

Practical implications

Managers should emphasize IMI use throughout the whole NPD process, even in the traditionally more R&D-focused product-development stage. Managers should strive to establish a corporate culture that views IMs as opportunities rather than liabilities.

Originality/value

This is the first study both to examine the relative impact of IMI use across all distinct NPD stages simultaneously on international NPD performance and to use quadratic effects to explain the relationship.

Details

International Marketing Review, vol. 35 no. 5
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 15 March 2011

Per Hilletofth and David Eriksson

The purpose of this paper is to form an understanding of how new product development (NPD) relates to supply chain management (SCM), why the two fields should be coordinated, and…

5819

Abstract

Purpose

The purpose of this paper is to form an understanding of how new product development (NPD) relates to supply chain management (SCM), why the two fields should be coordinated, and how this may be done.

Design/methodology/approach

This research uses a literature review and case study research. The case study considers a Swedish company that operates on a global basis in the furniture industry. Empirical data have been collected mainly from in‐depth interviews with key persons representing senior and middle management in the case company.

Findings

This paper stresses the need to produce innovative, value‐adding products, as well as the necessity to quickly deliver them to the market. Companies that face mature business environments may encounter problems due to a high emphasis on either the value‐creation processes, or on the value delivery processes. Therefore, NPD activities need to be coordinated with SCM activities on a strategic level, lest competitiveness will be lost.

Research limitations/implications

The research is limited to one case company; replication studies would enhance understanding of the studied phenomenon. There is a wide need for research exploring how various parts of demand and supply chains should be managed in order to fully utilize the advantages of the consumer‐oriented enterprise.

Practical implications

This paper provides insights for researchers and practitioners on how to coordinate and balance NPD (demand side) with SCM (supply side) activities. It highlights that companies should organize themselves around understanding how consumer value is created and how these processes may be coordinated to provide that value. The two processes must be given equal attention and importance to avoid sub‐optimization.

Originality/value

The need for coordinating NPD and SCM activities has been emphasized in the literature but still remains relatively unexplored. This paper contributes by investigating this issue further.

Details

Industrial Management & Data Systems, vol. 111 no. 2
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 18 April 2016

Lukas Goretzki and Martin Messner

This paper aims to examine how managers use planning meetings to coordinate their actions in light of an uncertain future. Existing literature suggests that coordination under…

1886

Abstract

Purpose

This paper aims to examine how managers use planning meetings to coordinate their actions in light of an uncertain future. Existing literature suggests that coordination under uncertainty requires a “dynamic” approach to planning, which is often realized in the form of rolling forecasts and frequent cross-functional exchange. Not so much is known, however, about the micro-level process through which coordination is achieved. This paper suggests that a sensemaking perspective and a focus on “planning talk” are particularly helpful to understand how actors come to a shared understanding of an uncertain future, based upon which they can coordinate their actions.

Design/methodology/approach

This paper builds upon a qualitative case study in the Austrian production site of an international manufacturing company. Drawing on a sensemaking perspective, the paper analyses monthly held “planning meetings” in which sales and production managers discuss sales forecasts for the coming months and talk about how to align demand and supply.

Findings

The authors show how collective sensemaking unfolds in planning meetings and highlight the role that “plausibilization” of expectations, “calculative reasoning” and “filtering” of information play in this process. This case analysis also sheds light on the challenges that such a sensemaking process may be subject to. In particular, this paper finds that competing hierarchical accountabilities may influence the collective sensemaking process and render coordination more challenging.

Originality/value

The paper contributes to the hitherto limited management accounting and control literature on operational planning, especially its coordination function. It also extends the management accounting and control literature that draws on the concept of sensemaking. The study shows how actors involved in planning meetings create a common understanding of the current and future situation and what sensemaking mechanisms facilitate this process. In this respect, this paper is particularly interested in the role that accounting and other types of numbers can play in this context. Furthermore, it theorizes on the conditions that allow managers to overcome concerns with hierarchical accountabilities and enact socializing forms of accountability, which is often necessary to come to agreements on actions to be taken.

Details

Qualitative Research in Accounting & Management, vol. 13 no. 1
Type: Research Article
ISSN: 1176-6093

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