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Article
Publication date: 10 October 2018

Indu Ramachandran

The purpose of this paper is to introduce CEO succession (and subsequent TMT turnover) as a knowledge enabler. Focusing on absorptive capacity, an important dynamic capability…

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Abstract

Purpose

The purpose of this paper is to introduce CEO succession (and subsequent TMT turnover) as a knowledge enabler. Focusing on absorptive capacity, an important dynamic capability involving the acquisition, assimilation, transformation and exploitation of knowledge, this paper highlights the role of a new CEO in emphasizing specific facets of the knowledge management (KM) process to fulfill expected strategic mandates.

Design/methodology/approach

This paper presents a conceptual framework that underscores the importance of CEO succession as a knowledge enabler by depicting its influence on the various dimensions of absorptive capacity. To this end, this paper develops an integrated set of propositions that unpack the influence of different types of CEO successions that trigger and enable different KM processes involved dimensions of absorptive capacity.

Findings

The theoretical framework presented in this paper suggests that given a certain succession context (forced or voluntary turnover of predecessor) different types of CEO succession, combined with possible executive turnover, will constitute a reorientation in top management experience and expertise. This will in turn trigger certain dimensions of absorptive capacity (potential or realized), to fulfill specific strategic mandates such as strategic change or strategic continuity.

Research limitations/implications

This paper presents a theoretical framework that underscores the importance of studying CEO succession in conjunction with their influence on different knowledge dimensions of absorptive capacity. CEO succession (and subsequent changes in top management team composition) is suggested to be a knowledge enabler. Based on the context of CEO turnover (forced vs voluntary) and the amount of change undergone in TMT composition, different types of CEO succession (based on their origin) are suggested to have different challenges to overcome and different strategic mandates to fulfill. Fulfilling these strategic mandates will require an emphasis on different facets of the KM process, which is encompassed in the dimensions of absorptive capacity. This will, in turn, resolve questions about which knowledge activities the organization needs to invest its resources in and resources allocation decisions may become easier.

Practical implications

Based on their origin, three kinds of CEO succession have been described in this paper – insider-follower, insider-contender and outsider succession. Each of these types of succession encounter different challenges and are expected to fulfill different kinds of strategic mandates. Accordingly, this paper proposes that each kind of CEO succession trigger and enable the knowledge components of absorptive capacity (knowledge acquisition, knowledge assimilation, knowledge transformation and knowledge exploitation) in different manners. This will in turn, allow firms to prioritize the allocation of resources toward different kinds of knowledge activities related to absorptive capacity.

Originality/value

This paper suggests that the CEO succession event, although broadly discussed in management research, has been overlooked when it comes to KM in organizations. Given that strategic leadership is one of the powerful enablers of organizational practices and outcomes, this paper emphasizes that different types of CEO succession may be able to influence the KM process by enabling the different dimensions of absorptive capacity (potential and realized).

Details

Journal of Knowledge Management, vol. 22 no. 8
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 26 June 2019

Indu Ramachandran, Cynthia A. Lengnick-Hall and Vishag Badrinarayanan

This paper aims to develop and empirically test a framework articulating the effects of strategic orientations (entrepreneurial orientation and market orientation) on leveraging…

908

Abstract

Purpose

This paper aims to develop and empirically test a framework articulating the effects of strategic orientations (entrepreneurial orientation and market orientation) on leveraging ambidexterity. Further, the paper examines the moderating effects of knowledge stock (market knowledge and technological knowledge) on the relationship between ambidexterity and firm performance to gain additional insights into how ambidexterity can be leveraged in an organization.

Design/methodology/approach

Data were obtained from CEOs (or equivalent members of the top management team) of 234 firms. The adequacy and psychometric properties of all measures were evaluated and purified using a maximum likelihood confirmatory factor analysis (CFA), and the hypotheses were tested using ordinary least squares (OLS). A number of post hoc tests were conducted to develop a nuanced understanding of proposed effects.

Findings

While both strategic orientations enhance an organization’s ability to be ambidextrous, results show that some types of knowledge stocks facilitate, whereas other types hinder the influence of ambidexterity on firm performance.

Research limitations/implications

Both strategic orientations enable ambidexterity; however, technological knowledge stock impedes the effect of ambidexterity on firm performance, while market knowledge stock enhances this relation. Cross-sectional nature of the study imposes limitations on causal inferences.

Practical implications

Different strategic orientations provide organizations with a cluster of knowledge acquisition and utilization capabilities that enable ambidexterity. However, organizations should be wary of indiscriminate accumulation of knowledge stocks – while certain types enhance the effect of ambidexterity, others may create competency traps or core rigidities and inhibit the effect of ambidexterity.

Originality/value

This study integrates related, yet hitherto fragmented, research streams to demonstrate the interconnectedness between strategic orientations, ambidexterity and existing knowledge stock. Several theoretical and managerial implications are identified.

Details

Journal of Knowledge Management, vol. 23 no. 6
Type: Research Article
ISSN: 1367-3270

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Book part
Publication date: 22 June 2011

Indu Ramachandran, Kim Clark, Derrick McIver and Stewart R. Miller

The present study develops an international joint venture (IJV) partner selection framework to explain the choice between state-owned or privately owned local partners in the…

Abstract

The present study develops an international joint venture (IJV) partner selection framework to explain the choice between state-owned or privately owned local partners in the context of emerging economies. We suggest that once an IJV is selected as the mode of entry, a multinational enterprise's strategic motivations – that is, efficiency seeking, market seeking and knowledge seeking – will influence its choice of IJV partner type: state-owned enterprise or privately owned firm. We argue that liability of foreignness and rule of law moderate the multinational enterprise's selection of IJV partner type.

Details

Dynamics of Globalization: Location-Specific Advantages or Liabilities of Foreignness?
Type: Book
ISBN: 978-0-85724-991-3

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Book part
Publication date: 8 June 2012

Indu Ramachandran, Kim Clark, Stewart R. Miller and Dana Wang

We develop a framework that explains the role of knowledge resources in the formation of international strategic alliances by multinational corporations. The focus is on the value…

Abstract

We develop a framework that explains the role of knowledge resources in the formation of international strategic alliances by multinational corporations. The focus is on the value and uniqueness of knowledge resources and two types of learning international strategic alliances, exploratory and exploitative. Also, we explain how the institutional environment – a host country's property and contractual rights, rule of law and the institutional distance between the countries of the partnering firms – affects the attractiveness of these two forms of alliances.

Details

Institutional Theory in International Business and Management
Type: Book
ISBN: 978-1-78052-909-7

Available. Content available
Book part
Publication date: 8 June 2012

Abstract

Details

Institutional Theory in International Business and Management
Type: Book
ISBN: 978-1-78052-909-7

Available. Content available
Book part
Publication date: 22 June 2011

Abstract

Details

Dynamics of Globalization: Location-Specific Advantages or Liabilities of Foreignness?
Type: Book
ISBN: 978-0-85724-991-3

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Book part
Publication date: 8 June 2012

Jagdish N. Bhagwati is professor of economics and law at Columbia University and one of the most prolific scholars on globalization. He has a BA in economics from Cambridge and a…

Abstract

Jagdish N. Bhagwati is professor of economics and law at Columbia University and one of the most prolific scholars on globalization. He has a BA in economics from Cambridge and a PhD in economics from the Massachusetts Institute of Technology. He has served as an external advisor to the director general of the World Trade Organization, as a special policy advisor on globalization to the United Nations, and as an economics policy advisor to the director general of the General Agreement on Tariffs and Trade. Before moving to Columbia University he was professor at the Massachusetts Institute of Technology. Professor Bhagwati currently serves on the Academic Advisory Board of Human Rights Watch (Asia) and on the board of scholars of the Centre for Civil Society. He is senior fellow of the Council on Foreign Relations.

Details

Institutional Theory in International Business and Management
Type: Book
ISBN: 978-1-78052-909-7

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Book part
Publication date: 22 June 2011

Ruth V. Aguilera is an associate professor and a Fellow at the Center for Professional Responsibility for Business and Society at the College of Business at the University of…

Abstract

Ruth V. Aguilera is an associate professor and a Fellow at the Center for Professional Responsibility for Business and Society at the College of Business at the University of Illinois at Urbana-Champaign. She also holds courtesy appointments at the School of Labor and Employment Relations, the College of Law and the Department of Sociology at Illinois. She received MA and PhD degrees in Sociology from Harvard University. Her research interests fall at the intersection of economic sociology and international business, specifically in the fields of comparative corporate governance, foreign location choices and corporate social responsibility. She has published in the leading journals in International Business and Management. Dr. Aguilera currently serves as a member of an associate editor of Corporate Governance: International Review and is a member of the Editorial Boards of the following peer reviewed top tier journals: Academy of Management Perspectives, Global Strategy Journal, Journal of International Business Studies, Journal of Management Studies, Management International Review, Organization Studies and Strategic Management Journal. She also serves in the board of IMDEA Social Sciences (Madrid) and CSR IMPACT Project (Brussels).

Details

Dynamics of Globalization: Location-Specific Advantages or Liabilities of Foreignness?
Type: Book
ISBN: 978-0-85724-991-3

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Article
Publication date: 3 May 2016

Sonam Chawla and Radha R. Sharma

The purpose of this paper is to present multiple case studies of women in leadership roles in India with a view to identifying inhibitors, facilitators and the strategies adopted…

1584

Abstract

Purpose

The purpose of this paper is to present multiple case studies of women in leadership roles in India with a view to identifying inhibitors, facilitators and the strategies adopted by them to mitigate the challenges in their odyssey to these positions. The paper contributes to the pivotal subject of under-representation of women in apex positions, which has garnered the attention of researchers in recent years grappling with the identification of the underlying causes. Thus, with a view to narrowing the gender gap in leadership positions, a greater understanding of this phenomenon is called for.

Design/methodology/approach

The paper adopts exploratory case study method using multiple case studies. Empirical data were gathered using in-depth semi-structured interviews and personality test (NEO FFI) from women in leadership positions. The qualitative data were analysed using thematic analysis.

Findings

The analysis of data has led to the identification of challenges faced by the women that were categorised as personal, professional, organisational and social issues. Further, six themes emerged as the strategies adopted by the women leaders to overcome the challenges. The paper also highlights the critical social, behavioural and organisational facilitators that played an important role in their leadership journey. The paper also includes context-specific findings of women leaders from Indian industry.

Practical implications

The paper would have relevance for researchers and practitioners in the field of gender diversity, leadership, organisational behaviour and human resource management. The findings of this paper can be leveraged by organisations to retain and manage female talent, which is a focal area in the present dynamic business environment, when a need for gender diversity is widely acknowledged by the top management in organisations. The exploratory case studies provide vistas for gender-based context-specific and cross-cultural research on the challenges faced by women executives in their leadership journey and the strategies adopted to mitigate these.

Originality/value

Though a great deal has been written about the barriers to women’s career advancement, less is known about the facilitators of women’s advancement. Also, women in the Asian context face unique challenges which present a major problem for multinational companies whose hopes for growth are pinned on emerging markets. The paper has identified new emergent themes, which have not been mentioned in the extant literature nationally or globally. The findings provide inputs to companies to adopt policies and practices to facilitate gender equality in leadership. The paper bridges the knowledge gap and makes conceptual contributions for future research.

Details

Gender in Management: An International Journal, vol. 31 no. 3
Type: Research Article
ISSN: 1754-2413

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