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Article
Publication date: 1 March 1982

Stahrl W. Edmunds

Ever since the days of Sir Thomas More and Robert Owen, people have been engaged in studying and predicting the future. Today's futurist has refined the art to such a high degree…

546

Abstract

Ever since the days of Sir Thomas More and Robert Owen, people have been engaged in studying and predicting the future. Today's futurist has refined the art to such a high degree that futures studies have important implications for business strategic planning.

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Journal of Business Strategy, vol. 3 no. 2
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 1 June 2004

Jeffery D. Houghton, T.W. Bonham, Christopher P. Neck and Kusum Singh

This study examined the relationship between self‐leadership and personality through an analysis and comparison of hierarchical factor structures. Structural equation modeling…

9327

Abstract

This study examined the relationship between self‐leadership and personality through an analysis and comparison of hierarchical factor structures. Structural equation modeling techniques were used to examine several competing models combining the hierarchical factor structures of self‐leadership and personality. Model fit increased significantly through a progression of models that reflected increasingly greater distinction between self‐leadership skill dimensions and key personality traits. The best fitting model consisted of a hierarchical factor structure with three first‐order self‐leadership factors, three first‐order personality factors, and two correlated second‐order factors. Unexpectedly, the general second‐order factors of self‐leadership and personality were statistically indistinguishable. Nevertheless, these results seem to provide some initial evidence that self‐leadership dimensions are distinct from, yet related to, certain key personality traits. The implications of these results for future self‐leadership research and practice are discussed.

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Journal of Managerial Psychology, vol. 19 no. 4
Type: Research Article
ISSN: 0268-3946

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Publication date: 9 May 2023

Pınar Fayganoğlu, Koruhan Fayganoğlu and Rukiye Can Yalçın

Leadership is a social phenomenon. Therefore, it has to be examined according to its social context. The point to be underlined by the social context is the social network in…

Abstract

Leadership is a social phenomenon. Therefore, it has to be examined according to its social context. The point to be underlined by the social context is the social network in which the leader emerges. Considering the studies, the social network side of leadership is relatively ignored comparing with sociometric studies. In that sense, the aim of this study is to reveal whether there is a relationship between the positions of the military personnel, who are defined as one of the gray-collar working groups in the literature, within the social network mechanisms of which they are members, and their self-leadership perceptions. To answer the question, a self-leadership scale was applied to 69 gray-collar employees working in a military unit and network analyses were performed. According to results, there is a strong, positive and significant relationship between the network mechanism centrality criteria indegree, reach centrality and closeness and the self-leadership perceptions of individuals. In addition, there was no significant relationship between eigenvector centrality and honest brokerage, which are among the network mechanism criteria, and the actors’ self-leadership perceptions. The study has aimed at accenting and adding different perspectives to the leadership studies and gray-collar literature.

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Management and Organizational Studies on Blue- and Gray-collar Workers: Diversity of Collars
Type: Book
ISBN: 978-1-80455-754-9

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Article
Publication date: 1 September 1998

Seleshi Sisaye

Contingency models have enabled researchers to develop system‐based decision‐making approaches to organizational studies. Two contingency decision‐making models ‐ rational and…

2589

Abstract

Contingency models have enabled researchers to develop system‐based decision‐making approaches to organizational studies. Two contingency decision‐making models ‐ rational and political choice ‐ have been applied to identify those organizational characteristics and strategic leadership qualities associated with acquisitive growth through “absorption” and “diversification”. A study of the International Telephone and Telegraph Company (ITT) organizational growth strategies from 1920 to 1997 reveals that senior managers adopt the rational decision‐making model when organizational growth through acquisition involves absorption, and the political model when organizational growth calls for diversification. A contingency historical study of ITT demonstrates two important periods in ITT’s organizational life cycles ‐ one of growth (1920‐early 1970s) and one of consolidation/stability (from mid‐1970 to the present time). Contingency models indicate that differences in organizational growth strategies arise due to differences in environmental factors characterizing each period as organizations pass through several stages of growth in their life cycles.

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Leadership & Organization Development Journal, vol. 19 no. 5
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 June 1979

John T. Mentzer and Stephen C. Cosmas

The application of computer modelling and simulation to logistics networks has been quite common. The primary reason is that logistical systems possess inherent characteristics…

180

Abstract

The application of computer modelling and simulation to logistics networks has been quite common. The primary reason is that logistical systems possess inherent characteristics which are compatible to computer modelling and simulation. One such technique which provides modelling and simulation capabilities and has yet to be applied to logistical networks is GERT (Graphical Evaluation and Review Technique). This article discusses the application of GERT to the area of logistics. The first section presents a brief background on the applicability of computer simulation in logistics. The second section presents an overview of the GERT simulation model. The third section describes an application of the GERT model to a logistics problem. Finally, the fourth section discusses areas of potential research in logistics utilising GERT.

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International Journal of Physical Distribution & Materials Management, vol. 10 no. 1
Type: Research Article
ISSN: 0269-8218

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Article
Publication date: 11 October 2024

Tung-Fei Tsai-Lin, Ming-Huei Chen, Hui-Ru Chi and Pei-Shan Chiang

Developing technological capabilities to enhance innovation performance is essential for firms to respond to external changes and competition. Based on the effect of…

69

Abstract

Purpose

Developing technological capabilities to enhance innovation performance is essential for firms to respond to external changes and competition. Based on the effect of organizational structure on organizational capability development, this study assesses whether a specific R&D organizational structure design can be used to develop different technological capabilities.

Design/methodology/approach

Combining organizational theory and the resource-based view as an integrated view, we propose several contrasting hypotheses to show the effects of three general R&D organizational structure designs (centralized, decentralized, and hybrid) on developing exploitative and explorative capabilities. We propose R&D slack as a moderator. 82 Taiwanese listed manufacturing firms were selected. Data on the firms' annual reports and their patent applications to the Taiwan Patent Office from 2005 to 2017 were collected.

Findings

Firms’ adoption of centralized and decentralized R&D structures has a significant positive effect on developing exploitative capability and an opposite effect on developing explorative capability. A high or low R&D slack can moderate the impact of R&D organizational structure on non-routine capability development.

Research limitations/implications

This study concludes that R&D organizational structure affects the development of different technological capabilities and that the effect of R&D organizational structure on the development of technological capabilities can be changed under the moderation of R&D slack, which means that the possibility of developing different technological capabilities under the same organizational structure will increase.

Practical implications

The top manager should consider the relationship between R&D structure design and technological capability development to manage the R&D routines to influence the generation of technological capabilities. Also, they must utilize the provision of R&D slack to modulate technological capability development.

Originality/value

This study reexamines the relationship between organizational structure and capability development. It shows that organizational structure can shape unique technological capabilities and that firms may be able to change structural elements through slack resources, enabling ambidexterity or dynamic capability development without organizational change.

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Journal of Organizational Change Management, vol. 38 no. 1
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 1 August 2008

Antonia Ruiz‐Moreno, Víctor J. García‐Morales and Francisco Javier Llorens‐Montes

The goal of this paper is to examine how firms employ slack resources to enhance the relationship between organizational climate and perceptions of support for innovation to…

2846

Abstract

Purpose

The goal of this paper is to examine how firms employ slack resources to enhance the relationship between organizational climate and perceptions of support for innovation to obtain sustainable competitive advantages.

Design/methodology/approach

The paper reviews the different contributions to the study of the relation between dimensions of the organizational climate, perceptions of support for innovation and organizational slack. Building on previous research, a series of hypotheses are formulated on the influence of the dimensions of organizational climate on perceptions of support for innovation and on how organizational slack moderates these relations. In contrast to earlier studies, the paper's work is based on managers' perceptions. A sample of 202 quality managers is then used to verify empirically the hypotheses which have been proposed. Finally, the main conclusions of the research are presented.

Findings

The results of the investigation reveal first, that the relation between the dimensions of organizational climate, perceptions of support for innovation and performance is moderated by organizational slack. Second, that a strong connection exists between the different dimensions of organizational climate. Finally, the results of the research also show that a strong connection exists between the different dimensions of organizational climate and perceptions of support for innovation.

Research limitations/implications

The conclusions of this study may be subject to several limitations that suggest further possibilities for empirical research. First, survey data based on self‐reports may be subject to social desirability bias. Second, the cross‐sectional nature of the research allows us to analyze only a specific situation in time of the organizations studied, not their overall conduct through time. Future research should place more emphasis on longitudinal studies.

Practical implications

This paper maintains that the relation between the different dimensions of organizational climate, perceptions of support for innovation and performance are determined and limited by the nature and variety of resources that the organization can bundle and apply to the maintenance and development of competitive advantages, according to the availability of organizational slack to be applied directly to organizational climate and perceptions of support for innovation.

Originality/value

The paper has provided evidence of how managers, depending on the presence or absence of slack, combine the dimensions of organizational climate differently to create the perception of support for innovation necessary to implement innovations, which in both cases means improvement in the organization's performance.

Details

Personnel Review, vol. 37 no. 5
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 22 May 2009

Yi‐Chia Chiu and Yi‐Ching Liaw

The purpose of this paper is to attempt to reconcile previous views of the relationship between organizational slack and performance by examining the influences of heterogeneous…

3439

Abstract

Purpose

The purpose of this paper is to attempt to reconcile previous views of the relationship between organizational slack and performance by examining the influences of heterogeneous corporate strategy and different slack resources. Differences in performance resulting from variations in slack can also be moderated by strategy.

Design/methodology/approach

The proposed model was tested by examining operating and financial information from 529 Taiwan high‐tech companies during the period 1997‐2005. Owing to the study, data were both cross‐sectional (across firms) and time series (over years), a panel data approach were applied for hypothesis testing.

Findings

The results broadly demonstrate that relationships differ based on strategy and organizational slack. Additionally, this study is the first to empirically identify a U‐shaped relationship between slack and performance, indicating that, in certain circumstances, either more or less slack is better for performance.

Originality/value

The results support a dynamic perspective regarding the slack‐performance relationship was proposed for different strategy and different types of slack resources. Moreover, the authors argue that not only resource heterogeneity, but also firm strategic orientation, should be considered when performing change activities. Restated, the authors believe the best interest for a firm aspiring to conduct organizational change behaviors is to maintain the “fitness” among the environment, strategy orientation, and slack resources will induce higher performance. This study, thus demonstrates how organizational change behaviors are influenced by slack resources and strategy heterogeneity.

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Journal of Organizational Change Management, vol. 22 no. 3
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 7 October 2014

Giacomo Laffranchini and Mike Braun

The purpose of this paper is to examine the relationship between available slack and firm performance in Italian family-controlled public firms (FCPFs) from 2006 to 2010. In…

723

Abstract

Purpose

The purpose of this paper is to examine the relationship between available slack and firm performance in Italian family-controlled public firms (FCPFs) from 2006 to 2010. In addition the authors analyze the moderating effects of specific board structure variables on the relationship between slack resources and firms’ performance.

Design/methodology/approach

A pooled cross-section of family and non-family publicly traded firms was drawn from COMPUSTAT global and matched with corporate governance and family firm variables hand-collected from companies’ standard profiles from Italy's primary stock exchange, Borsa Italiana. The hypotheses were tested using the feasible generalized least square method in order to analyze the data from 583 firms-observations, controlling for self-selection bias and reverse causality.

Findings

The study shows that FCPFs with available slack experience less than proportionate increases in performance, suggesting a concave curvilinear slack-performance relationship. However, the slack-performance relationship is contingent on board independence and board size: greater board independence and larger boards in FCPFs relate to higher performance when the firm lacks or has too much slack available. The findings suggest that a balanced approach of oversight and stewardship helps families to make better resources allocation, to the benefit of outside shareholders as well.

Research limitations/implications

The slack measure was restricted to available slack. Future studies can expand this research inquiry with other forms of slack, including potential and recoverable slack. The sample included only publicly traded family and non-family firms, thereby limiting the generalizability of the findings to other types of family enterprises. Lastly, the results only attend to the slack-performance relationship by controlling whether the firm's performance is below or above the industry average.

Practical implications

Policy makers and non-family stakeholders may rely on the findings better understand the factors that can alter the family's propensity for risks and its related strategic decisions in the Italian context. Procedures to fully monitor family management's decision making or, at the other extreme, to give the family free reign are likely to disadvantage families, their business, and their outside stakeholders.

Originality/value

The study reconciles the debate on the role of slack on firms’ performance by proposing a curvilinear relationship. The study is one of only a handful of research inquiries centrally addressing the role of slack in family-owned businesses, and the only analysis focussed on Italian FCPFs.

Details

Journal of Family Business Management, vol. 4 no. 2
Type: Research Article
ISSN: 2043-6238

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Article
Publication date: 1 September 2004

Luis Filipe Lages and David B. Montgomery

This paper argues that performance should be investigated as an independent variable. Using survey data of over 400 managers responsible for the main export ventures of Portuguese…

7903

Abstract

This paper argues that performance should be investigated as an independent variable. Using survey data of over 400 managers responsible for the main export ventures of Portuguese SMEs (small and medium exporters), this paper shows that past performance plays a crucial role in building SMEs' commitment to exporting and to the determination of their current marketing strategy. Findings also show that marketing strategy adaptation to the foreign market is particularly noted in firms exporting to the most developed markets, rather than in firms exporting to the most competitive environments. Future international marketing research is encouraged to focus on understanding both the direct and indirect relationships among past performance, firm's commitment to exporting, and current marketing strategy under the influence of external forces. Such a focus has the potential to enrich the theory and generate relevant managerial and public policy implications.

Details

European Journal of Marketing, vol. 38 no. 9/10
Type: Research Article
ISSN: 0309-0566

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