PurposeIn a work environment marked by unprecedented complexity, volatility and ambiguity, managers must accomplish their objectives while navigating many challenges. This paper aims to investigate potential interrelations among environmental transformations, cognitive biases and strategic decisions. In particular, the purpose of the study is to crystallize the state of art on the impact of cognitive biases on strategic decisions, in the context of environmental transformations.Design/methodology/approachThe authors have conducted a systematic literature review to identify existing relevant work on this topic and to detect potential avenues for future research.FindingsThe findings highlight how decision-making is influenced and enabled by internal (e.g. perception) and external factors (e.g. digitalization). Specifically, the strategic role of cognitive biases appears to be crucial when investigating the related impact on strategic decisions in times of environmental transformation.Practical implicationsImplications are drawn for scholars and practitioners interested in evaluating the role of specific decision-making determinants for the formation and implementation of strategic decisions. In this sense, we stress that decision-makers need to manage their cognitive biases and select the right information out of a wide data set in order to adapt to environmental transformations.Originality/valueBy systematizing the literature review, potential interrelations among environmental transformations, cognitive biases and strategic decisions are identified. Furthermore, the primary phases that drive the decision-making process are proposed (analysis, decision, onboarding and control).
Recognizing a serious lack of research on routinized individual actions and organizational adaptation in the stability-change paradox, we intend to provide an in-depth explanation of the way in which agile methods affect organizational learning in self-managed, team-based organizations, taking a multi-level evolutionary approach. We explore learning in agile organizations by breaking the analysis of organizational routines down into different levels -individual, team and organization -and describing the process of variation, selection and retention of routines at each level. Leveraging on multiple case studies, we discuss how team members learn and gain knowledge, from both direct and indirect experience, and analyze how teams develop conceptual frameworks and interpret those experiences. Finally, we discuss how organizational memory develops and how teams in agile organizations adapt simultaneously within an ecological structure that also comprises the changing environment. Our findings reveal substantial flaws in the capacity of agile methods to foster organizational learning.
Smart Agriculture and 4.0 technologies have brought several benefits to agricultural small and medium enterprises (SMEs). Nonetheless, the penetration of such digital technologies is still poor and slow. This study addresses the issue and provides some insights on the reasons related to the still limited adoption of 4.0 technologies within agricultural SMEs. Authors do not simply focus on the adoption per se, but rather devote attention to the SMEs owners/managers' subjective perception of the opportunity behind the technology adoption, and of the incentives or constraints given by the external environment as well as the organizational capabilities as embedded in the owners/managers' skills and organizational routines. Authors analyze data collected by surveying 96 Italian agricultural SMEs owners/managers, and empirically confirm the relevance of managerial capabilities, managerial cognition, and managerial perception of the external environment for the adoption of 4.0 technologies in agricultural SMEs. The results of this research support the conclusion that organizational capabilities related to the search for evidence-based knowledge by the SME's decision-maker are crucial for the technology's adoption. In addition, we show the statistical significance relevance of the managerial perception of technological usefulness and of the availability of a supporting business environment either in the form of professional services or institutional support, on the technology's adoption. The article ends by discussing the results and highlighting relevant managerial implications.
PurposeDigitalization is becoming the subject of considerable interest in the literature. This is in view of its relevance in addressing social problems and contributing to the development of communities and societies. In the agri-food-industry, digitalization is also expected to contribute significantly to solve several challenges the sector is facing at this moment, such as the increasing food demand and resource use. However, the effects of advanced technologies are less a function of the technologies themselves than of how they are used by people. The study analyses the dominant challenges faced by firms in the agri-food industry in the usage and adoption of digital technology. Also, they show how these challenges impact on the sustainable development of digital technology for firms in the industry and provide avenues for future research.Design/methodology/approachThe authors propose a structured literature review aiming to investigate the following research question: what are the main challenges faced by firms within the agri-food industry in the adoption of smart technologies?FindingsResults illustrate the dominant challenges faced by firms in the agri-food industry in the usage and adoption of digital technology. Also, they show how these challenges impact on the sustainable development of digital technology for firms in the industry and provide avenues for future research.Originality/valueSo far, in the context of digitalization in the agri-food industry, various researchers have analysed different kinds of challenges to the adoption of smart technologies. This work reviews these contributions to create a clear reference framework of the challenges faced by agri-food firms while providing future avenues of research and implications at a policymaking, economic-managerial and socio-environmental level.
Team identity has received little research attention even though an increasing number of firms are moving \ud
to team-based organizations and there is evidence that teams form identities. We explore the extent to \ud
which team identity can be institutionalized as a central organizing principle of team-based firms. We argue \ud
that managerial and stakeholder interventions shape the self-construction of team identity as well as the \ud
team’s commitment to specific work objectives. We also suggest that team identity becomes isomorphic to \ud
organizational identity because of pressures related to: (1) the presence of a dense network of managers and \ud
stakeholders, which orients teams towards a focus on certain aspects of the higher-order identity; (2) the use \ud
of team routines and regular feedback loops, which force alignment with the organizational identity; and (3) \ud
the use of coordinating roles aimed at promoting, ratifying and reinforcing the convergence of identity within \ud
the team. We analyse multiple cases from a major multinational corporation in the telecommunications \ud
industry, which we examine through the lens of a multi-level model of controls involving the micro, meso \ud
and macro organizational levels. We expand and refine the model in the process
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