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Publication date: 21 July 2020

Stefan Linder and Johanna Sax

Today, long-term success requires firms to sense changes in their environments early and react efficiently to them. Increasing middle managers’ participation in decision-making…

Abstract

Today, long-term success requires firms to sense changes in their environments early and react efficiently to them. Increasing middle managers’ participation in decision-making about market-related and product-related questions has been suggested as one way of enhancing this strategic responsiveness; abandoning formal planning, such as annual budgets, has been another. Yet, empirical evidence on the matter is scarce and conflicting. Drawing on data from Denmark’s 500 largest firms, we show that participation of middle managers in decision-making about new products and markets to serve, in-deed, increases firms’ strategic responsiveness as assessed by a reduction in firms’ downside risk. However, this effect is not a direct one. Nor does it interact positively or negatively with the emphasis put on formal planning as submitted in literature. Our evidence suggests that emphasis on planning mediates the relation between stronger participation of middle managers in decision-making and the increase in firms’ strategic responsiveness. This has implications for ongoing theory building and practice.

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Adapting to Environmental Challenges: New Research in Strategy and International Business
Type: Book
ISBN: 978-1-83982-477-7

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Book part
Publication date: 11 February 2019

Stefan Linder

Middle managers’ intrapreneurial actions can be a powerful source of organizational adaptation and strategic renewal. Better understanding what drives such intrapreneurial actions…

Abstract

Middle managers’ intrapreneurial actions can be a powerful source of organizational adaptation and strategic renewal. Better understanding what drives such intrapreneurial actions is important, yet requires data, which allows testing directional claims. For example, whereas autonomy and supportive leadership might be antecedents to such intrapreneurial behavior, it equally seems possible that firms delegate more autonomy to individuals behaving entrepreneurially (rather than being “lazy”) or that senior managers are more inclined to show support for individuals engaging in entrepreneurial action. Lagged or longitudinal survey evidence to test whether autonomy and leadership support are antecedents of intrapreneurship or consequences, is – like for many other questions in research on strategic responsiveness – hard and expensive to collect. Vignette experiments (also called factorial surveys or conjoint studies) may be a way out – especially when combined with cross-sectional evidence. The present chapter illustrates this approach by studying the relations among autonomy, supportive leadership, and intrapreneurship by means of a vignette experiment and a cross-sectional field survey. The findings suggest that autonomy and supportive leadership are indeed antecedents to intrapreneurial behavior and illustrate the value of vignette experiments for research on strategic responsiveness.

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Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management
Type: Book
ISBN: 978-1-78973-011-1

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Article
Publication date: 17 August 2015

Johanna Sax and Simon S. Torp

The purpose of this paper is to test the effect of psychological safety and participative leadership style on risk performance as well as its interaction with enterprise risk…

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Abstract

Purpose

The purpose of this paper is to test the effect of psychological safety and participative leadership style on risk performance as well as its interaction with enterprise risk management (ERM) processes to evaluate if a decentralisation in the form of a safe environment and participative leadership style enhances or crowds out the effect of a centralised-ERM process.

Design/methodology/approach

Based on a survey among top-500 Danish companies, the paper tests in SEM the relationships between ERM, participative leadership style and psychological safety on risk performance

Findings

The paper finds that not only do both ERM and participative leadership style enhance risk performance but a positive interaction effect is also found. In addition, the findings suggest that a safe environment precede participative leadership style indicating this as a prerequisite for management to introduce participative leadership style. These findings underpin that an effective risk management system should include both a holistic, formalised ERM system and organisational initiatives that enhance a strategic responsiveness through employee involvement.

Originality/value

The current study provides new empirical insights about the effect of a formal ERM process on risk performance as well as cultural factors for ERM success. As something new to the risk management literature, it draws on leadership and employee voice theory and investigates participative leadership style and psychological safety for employee voice as contextual influences on the effect of a formal ERM process on risk performance.

Details

Management Decision, vol. 53 no. 7
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 3 August 2010

Alison Henderson and Lee Edwards

454

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Journal of Communication Management, vol. 14 no. 3
Type: Research Article
ISSN: 1363-254X

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Book part
Publication date: 11 February 2019

Torben Juul Andersen and Simon Torp

The combined roles of strategic planning and decentralized strategy-making remain an essential issue in strategy research and its resolution has implications for management…

Abstract

The combined roles of strategic planning and decentralized strategy-making remain an essential issue in strategy research and its resolution has implications for management practice. To this end the current study considers the added effects of adopted leadership style and use of interactive controls and thereby uncovers new interesting insights about the combined strategy-making process. The authors use structural equation analyses to investigate these more fine-grained relationships based on an updated cross-sectional dataset from among the largest companies in Denmark. The analyses find that a participative leadership style drives the application of interactive controls, which in turn has a positive interaction effect on the relationship between strategic planning and corporate performance. A participative leadership style also exerts positive influence on autonomous strategic actions, which in turn has a negative direct relationship to performance, but a positive interaction effect on performance together with use of interactive controls. The authors discuss the theoretical foundation for these intricate relationships and consider opportunities to extract further research insights.

Details

Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management
Type: Book
ISBN: 978-1-78973-011-1

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Book part
Publication date: 21 July 2020

Torben Juul Andersen and Simon Sunn Torp

The dual importance of centrally induced strategic intent and the ability to engage in autonomous strategic initiatives has been demonstrated in both qualitative and quantitative…

Abstract

The dual importance of centrally induced strategic intent and the ability to engage in autonomous strategic initiatives has been demonstrated in both qualitative and quantitative empirical studies over the past decades. However, the particular mechanisms required to facilitate the interaction between these strategy-making approaches and achieve better corporate performance are less clear. The authors argue that the commonly conceived but rarely examined role of the strategic control process is essential to the implied adaptive performance dynamic. Although the strategic control typically is conceived as the diagnostic monitoring of outcomes, the authors contend that an interactive control (IC) mechanism is conducive to superior performance outcomes. To examine this, the authors use the extant strategy literature to generate the basic hypothesized relationships and conduct an empirical study based on a large corporate sample to uncover the intricate strategy-making model. The analyses show that adherence to ICs is an essential mediator for the positive combined effects of strategic planning and autonomous strategy-making processes.

Details

Adapting to Environmental Challenges: New Research in Strategy and International Business
Type: Book
ISBN: 978-1-83982-477-7

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Book part
Publication date: 11 February 2019

Torben Juul Andersen, Simon Torp and Stefan Linder

This first chapter argues that turbulent environments require adaptive strategy for survival and continued prosperity and thereby introduces the attempts to determine effective…

Abstract

This first chapter argues that turbulent environments require adaptive strategy for survival and continued prosperity and thereby introduces the attempts to determine effective response capabilities in contemporary firms, which are presented in the ensuing chapters. The background in prior strategy research is outlined to position the various contributions within a proper backdrop as potential extensions to prior insights generated in the strategic management field. It suggests a need for multiple methodological approaches to gain new diverse and relevant knowledge from rich qualitative field studies as well as quantitative data probes and computational analyses. Finally, the ensuing chapters are briefly presented to provide a coherent view of the contributions made by this specific collection of chapters that the authors hope will inspire and fuel ongoing work in this important area.

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Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management
Type: Book
ISBN: 978-1-78973-011-1

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Book part
Publication date: 6 September 2021

Torben Juul Andersen

The author introduces a strategic responsiveness model that reflects an organization’s ability to sense environmental changes and learn from emergent adaptive responses that…

Abstract

The author introduces a strategic responsiveness model that reflects an organization’s ability to sense environmental changes and learn from emergent adaptive responses that attempt to realign organizational activities and gain a better fit with the changing conditions. The author shows in computational simulations how superior strategic adaptation is associated with higher average returns and lower performance risk among firms that compete in the same industry contexts and generate negatively skewed outcome distributions consistent with empirical observations. The model is refined to incorporate an interactive strategy-making process, where experiential insights from decentralized initiatives update forward-looking projections in central planning. The ensuing analysis demonstrates how this adaptive strategy-making approach further enhances the favorable risk-return outcomes. The author discusses these findings and the implications for the study of dynamic adaptive strategy-making processes.

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Strategic Responses for a Sustainable Future: New Research in International Management
Type: Book
ISBN: 978-1-80071-929-3

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Book part
Publication date: 11 February 2019

Abstract

Details

Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management
Type: Book
ISBN: 978-1-78973-011-1

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Book part
Publication date: 11 February 2019

Julian Hess and Tessa Flatten

The flexibility of corporations to adapt their strategy to a fast-changing environment can be a major source for competitive advantage and survival. While research mainly focuses…

Abstract

The flexibility of corporations to adapt their strategy to a fast-changing environment can be a major source for competitive advantage and survival. While research mainly focuses on outcomes of this ability, little is known of how to foster it in organizations. Thus, by building on the upper echelons theory, the authors assume that the strategic flexibility of the company depends on the willingness and permission to change of the chief executive officer (CEO). To support the hypotheses, the authors apply the dimensions of commitment to change and work autonomy to the CEO and test for moderation under conditions of technological turbulence. The authors’ results based on medium-sized organizations in Germany show significant effects of both dimensions on strategic flexibility. In particular, under conditions of high technological turbulence, commitment based on loyalty and not on pressure together with autonomy on control and evaluation criteria is best suited to increase strategic flexibility. These insights extend the research literature and provide guidelines for CEOs and their supervisors alike.

Details

Strategic Responsiveness and Adaptive Organizations: New Research Frontiers in International Strategic Management
Type: Book
ISBN: 978-1-78973-011-1

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