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Article
Publication date: 30 August 2021

Lukas Zenk, Dirk J. Primus and Stephan Sonnenburg

Do LEGO® SERIOUS PLAY® (LSP) workshops result in improved experience of flow components as well as higher levels of creative output than traditional meetings (MEET)? This research…

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Abstract

Purpose

Do LEGO® SERIOUS PLAY® (LSP) workshops result in improved experience of flow components as well as higher levels of creative output than traditional meetings (MEET)? This research studies the extent to which LSP, as a specialized material-mediated and process-oriented cocreative workshop setting, differs from MEET, a traditional workshop setting. Hypotheses for differences in individual flow components (autotelic behavior, happiness, balance), group flow components (equal participation, continuous communication) and creative output were developed and tested in a quasi-experimental comparison between LSP and MEET.

Design/methodology/approach

The study was conducted with 39 practitioners in six teams from various industries. In total, 164 observations were collected during two workshops using the Experience Sampling Method. The creative output was assessed by peer evaluations of all participants, followed by structural analysis and quantitative group comparisons.

Findings

The results show that two components of individual flow experience (autotelic behavior, happiness) were significantly higher in LSP, and one of the components of group flow experience (continuous communication) was, as expected, significantly lower. Regarding creative output, the LSP teams outperformed the MEET teams. The study suggests that a process-oriented setting that includes time for individuals to independently explore their ideas using a different kind of material in the presence of other participants has a significant influence on the team result.

Practical implications

LSP can improve the components of participants' flow experience to have an impact on the creative output of teams. In cocreative settings like LSP, teams benefit from a combination of alone time and high-quality collaborative activities using boundary objects and a clear process to share their ideas.

Originality/value

This is the first quasi-experimental study with management practitioners as participants to compare LSP with a traditional and widespread workshop approach in the context of flow experience and creative output.

Details

European Journal of Innovation Management, vol. 25 no. 6
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 8 May 2017

Dirk J. Primus and Euthemia Stavrulaki

This study applies a product centric view to examine three product development (PD) decisions that relate to a new product and its supply chain (SC): product design, sourcing…

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Abstract

Purpose

This study applies a product centric view to examine three product development (PD) decisions that relate to a new product and its supply chain (SC): product design, sourcing strategy and product delivery strategy (PDS). The purpose of this paper is to expand the understanding of alignment decisions in this area to include concurrent compatibility between product design, SC strategy and market conditions.

Design/methodology/approach

The study leverages existing theory to identify the key dimensions of alignment between product design, SC strategy and market conditions in a conceptual model. Using survey data from 124 new PD projects collected from various industries, the authors then empirically test the impact of multiple alignment decisions on new product introductions (NPIs) performance.

Findings

The results suggest that one specific project-level design parameter (interface intensity) is a key alignment dimension for product design decisions. Specifically, the authors find that alignment between interface intensity and sourcing strategy, as well as between interface intensity and clock-speed improves NPI performance. Additionally, the authors find evidence that three-way alignment between PDS, interface intensity and market volatility will benefit NPI performance.

Research limitations/implications

Because the study is cross-sectional and conducted at the project level, future work should continue this line of inquiry with longitudinal exams and across a families of development projects.

Practical implications

The findings inform the deliberate management of the PD/SC interface and provide managers with quantitative benefits of concurrent alignment decisions.

Originality/value

This study identifies and addresses important deficits in the understanding of concurrent alignment between product design, SC strategy and market conditions.

Details

The International Journal of Logistics Management, vol. 28 no. 2
Type: Research Article
ISSN: 0957-4093

Keywords

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Article
Publication date: 7 October 2014

Milton Jorge Correia de Sousa and Dirk van Dierendonck

The purpose of this paper is to aim mainly at further understanding how servant leadership can affect engagement during a merger with high levels of uncertainty through the…

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Abstract

Purpose

The purpose of this paper is to aim mainly at further understanding how servant leadership can affect engagement during a merger with high levels of uncertainty through the mediating role of organizational identification and psychological empowerment. In addition, the research aimed at validating the servant leadership survey (SLS) in a new culture and language.

Design/methodology/approach

In total, 1,107 respondents from two merging Portuguese companies answered a survey. Structural equation modeling was used to further test the mediation model proposed.

Findings

SLS proved to be valid and reliable in the Portuguese context and language. Servant leadership strongly affected work engagement in conditions of high uncertainty. Organizational identification and psychological empowerment acted as mediating variables.

Research limitations/implications

Future research could include longitudinal studies, the effect of specific servant leadership dimensions and the distinction between servant leadership and other leadership models during a merger in conditions of high uncertainty.

Practical implications

This study extends the applicability of the servant leadership model, and the corresponding SLS in a new national culture and as an effective leadership approach under conditions of high uncertainty, such as in a merge process.

Social implications

Multinational corporations can see servant leadership as a valid model that can permeate the whole organizational culture, inducing greater performance and the well-being of the workforce for increased engagement. Given the increasing uncertainty and volatility of the work environment, servant leadership could be particularly useful in such contexts.

Originality/value

This study benefits both leadership scholars and practitioners by providing evidence on the value of servant leadership in ensuring workforce engagement in conditions of high uncertainty, as in dynamic merger processes. The fact that the study was conducted right in the middle of the change process is rather unique. Moreover, servant leadership effectiveness is for the first time tested in Portugal, a country typically with a relatively strong power distance culture.

Details

Journal of Organizational Change Management, vol. 27 no. 6
Type: Research Article
ISSN: 0953-4814

Keywords

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Book part
Publication date: 6 July 2015

Hussein Kassim

The aim of the chapter is to examine whether the challenges to administering the EU outlined by Les Metcalfe in his famous article, ‘After 1992, can the Commission manage Europe?’…

Abstract

Purpose

The aim of the chapter is to examine whether the challenges to administering the EU outlined by Les Metcalfe in his famous article, ‘After 1992, can the Commission manage Europe?’ have now been met. Metcalfe not only identified a ‘management deficit’ in the implementation of the single market programme arising from an oversight among policy makers, but highlighted a neglect of the administrative dimension of European integration among scholars.

Methodology/approach

The chapter draws on primary and secondary literature to track developments in respect of the three elements identified by Metcalfe: the small size of the European Commission, its poor internal coordination and weak leadership; the responsiveness of administrative bodies in the member states to the need for inter-organizational coordination; and the network-building and management capacity of the Commission.

Findings

Despite changes, such as further enlargement, agencification at national and EU levels, and the expansion of EU competencies that have exacerbated the management challenge confronting the EU, there have been significant developments that have closed the deficit. First, the Commission has become far better integrated, coordination upgraded, and leadership strengthened. Second, through networking, cooptation and other strategies the Commission has sought to assure the effective implementation and enforcement of the single market rules. Third, member state governments, ministries and agencies have sought to cultivate networked relations that have increased the manageability of EU administration.

Research implications

To the knowledge of this author, this is the first attempt to revisit Metcalfe’s diagnosis and to review the extent to which the management deficit he identified has been addressed subsequently.

Practical implications

The chapter has implications for how inter-organizational coordination within the EU administrative system could be improved.

Social implications

The chapter bears on the administrative capacity of the EU to deliver the policies decided by EU policy makers.

Originality/value

As well as offering an assessment of the extent to which progress has been made in addressing the management deficit identified by Les Metcalfe in his classic article, this chapter conceptualizes the EU administration as an entity that encompasses both EU institutions and administrative bodies in the member states. It advances the concept of the EU as a multi-level administration.

Details

Multi-Level Governance: The Missing Linkages
Type: Book
ISBN: 978-1-78441-874-8

Keywords

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Article
Publication date: 13 February 2017

Sumedha Dutta and Puja Khatri

Over time, interest in servant leadership has increased manifold both in academic research and the popular press. These rampant developments have set the stage for addressing the…

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Abstract

Purpose

Over time, interest in servant leadership has increased manifold both in academic research and the popular press. These rampant developments have set the stage for addressing the worthiness of servant leadership’s theory. Empirical studies undertaken by numerous scholars (Farling et al., 1999; Bass, 2000; Page and Wong, 2000; Russell and Stone, 2002; Sendjaya and Serros, 2002; Dennis and Winston, 2003; Smith et al., 2004; Stone et al., 2004; Dennis and Bocarnea, 2005; Humphreys, 2005) have surfaced significant findings supporting relevance of servant leadership in organizational context; however, an absence of universal definition and its measures impinges on this concept. Noticeably missing from research attention has been the effect of servant leadership in promoting positive organizational behaviour among organizational employees. Thus, this paper aims to explore the available literature on servant leadership with a view to establish a servant leader’s role in instilling and facilitating positive organizational behaviour in the workplace. Moreover, the purpose is also to determine whether the positive organizational behaviour inculcated among the employees through a servant leader helps in reducing their turnover intentions.

Design/methodology/approach

Using different keywords, relevant research papers on Google Scholar were selected. Also, several online databases like Emerald Management, Elseiver, EBSCO Host, etc., were accessed for conducting this exploratory study.

Findings

To examine the various convergent and divergent dimensions of the major constructs, numerous definitions and scholarly work of renowned practitioners have been collated through an extensive literature review. To put forth a comprehensive picture encompassing the noteworthy findings of the studies pertaining to the major construct, a tabular representation has been made.

Originality/value

This is the first study wherein the linkage about servant leadership and positive organizational behaviour in organizational context has been talked about. The paper carries value as the literature pertaining to servant leadership in published domain is still in its nascent stage. The repertoire of literature, presented here, will provide a clear direction to the future researchers who wish to pursue their study in this area.

Details

On the Horizon, vol. 25 no. 1
Type: Research Article
ISSN: 1074-8121

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Article
Publication date: 11 June 2018

Wouter Broekaert, Bart Henssen, Johan Lambrecht, Koenraad Debackere and Petra Andries

The purpose of this paper is to analyze how the sense of control, psychological ownership and motivation of both family owners and non-family managers in family firms are…

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Abstract

Purpose

The purpose of this paper is to analyze how the sense of control, psychological ownership and motivation of both family owners and non-family managers in family firms are interrelated. This paper analyzes the limits set by family owners when delegating control to their non-family managers and the resulting potential for conflict and demotivation of the non-family managers.

Design/methodology/approach

Building on the existing literature, first, an overview of the literature on psychological ownership and control is presented. Second, the paper analyzes the insights gained from interviews with 15 family owners and non-family managers in five family firms.

Findings

This study finds that motivating non-family managers is not merely a matter of promoting a sense of psychological ownership throughout the company. A strong sense of psychological ownership may facilitate but also hinder the cooperation between family and non-family. Family owners are often only willing to delegate operational control, while non-family managers also feel entitled to participate in strategic decision making. This leads to the proposition that non-family managers’ psychological ownership in family firms’ conflicts with family owners’ desire to maintain control.

Originality/value

This study answers the calls to seek additional insight in how non-family managers function within family firms. By shedding light on the complex relationship between control, psychological ownership and motivation in family firms, the study responds to the calls for more empirical validation of the psychological ownership framework and for more research into the potential negative effects of psychological ownership in the family business.

Details

Journal of Family Business Management, vol. 8 no. 2
Type: Research Article
ISSN: 2043-6238

Keywords

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