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Article
Publication date: 27 August 2024

Karynne L. Turner, Alberto Monti and Maria Carmela Annosi

Recent reports show that knowledge-based sectors contribute significantly to the global economy and underscore the importance of innovation. Innovation in both products and…

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Abstract

Purpose

Recent reports show that knowledge-based sectors contribute significantly to the global economy and underscore the importance of innovation. Innovation in both products and processes is vital to maintaining competitiveness. Self-managing teams, emphasizing autonomy and limiting the role of management, have been viewed as a solution to encourage innovation. However, management's efforts to coordinate and align employees with the organization's interests can inadvertently stifle innovation. Achieving the appropriate balance between granting employees autonomy and retaining managerial involvement is paramount, creating a paradox known as the control-autonomy dilemma. This article highlights the importance of perceived managerial support to strike the appropriate balance.

Design/methodology/approach

Practitioner paper

Findings

To address the control-autonomy dilemma, organizational practices that balance management control and employee autonomy are crucial. These include input practices that emphasize skill development and/or output practices that set clear goals. With self-rule, maintaining perceived managerial support becomes harder. Without it, employees may hesitate to engage in innovative behaviors. While not needing constant supervision, employees do need to have the perception that their managers provide essential resources and motivation for their work.

Originality/value

This paper is the first to highlight how the level of perceived managerial support (PMS) will differ due to the nature of the organizational practices and the type of innovation.

Details

Strategy & Leadership, vol. 52 no. 3/4
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 10 December 2024

Karynne Turner, Cynthia Miree and Addington Coppin

The purpose of this article is to highlight manufacturing challenges faced by firms and present a framework that can be used to guide managers on the benefits and risks of…

13

Abstract

Purpose

The purpose of this article is to highlight manufacturing challenges faced by firms and present a framework that can be used to guide managers on the benefits and risks of balancing between social and human capital to address firm goals and outcomes related to quality or productivity.

Design/methodology/approach

The article provides a brief review of the literature and provides guidance to managers on how to best align human and social capital with the firm's strategic orientation.

Findings

Firms must balance their investments in the development and leveraging of their employees' human and social capital for maximum impact on the firm's strategic goals.

Originality/value

As more manufacturing jobs continue to return to the US, firms will need to learn or re(learn) how to best prepare and leverage their workforce to support the firm's overall strategic goals. This article provides managers with an intuitive conceptual framework for making those decisions.

Details

Strategy & Leadership, vol. 53 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 6 August 2019

Karynne Turner, Mona Makhija and Cynthia Miree

The purpose of this paper is to empirically explore the relationship between individuals’ shared core knowledge within a firm and a collective understanding of management’s…

231

Abstract

Purpose

The purpose of this paper is to empirically explore the relationship between individuals’ shared core knowledge within a firm and a collective understanding of management’s strategic priorities.

Design/methodology/approach

The study develops three sets of competing hypotheses to predict how three different aspects of individuals’ shared core knowledge – extent, diversity and interpretation – are related to their understanding of the organization’s strategic priorities. The hypotheses are tested using a cognitive mapping approach within the context of a manufacturing plant in the USA.

Findings

Organizational members with a lower proportion of shared core knowledge exhibit a greater appreciation of the firm’s strategic priorities. More diversity in this shared knowledge is associated with a greater appreciation of strategic priorities and when members agree on the relative importance of different types of knowledge, whether they actually share this knowledge, they have a better understanding of the firm’s strategic priorities.

Research limitations/implications

The study uses data from a single firm in one industry.

Originality/value

This research helps to highlight and empirically isolate different aspects of shared knowledge that influence individuals’ understanding of organizational priorities. It also demonstrates the varying importance of different aspects of shared knowledge (e.g. extent, diversity and interpretation in explaining individuals’ understanding of the firm’s strategic priorities.

Details

Management Research Review, vol. 43 no. 1
Type: Research Article
ISSN: 2040-8269

Keywords

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