A Double-Edged Sword? Exploring the Curvilinear Relationship Between Organizational Tenure Diversity and Team Innovation: The Moderating Role of Team-Oriented HR Practices

Chi, Nai‐Wen; Huang, Yin‐Mei; Lin, Shu‐Chi

doi:10.1177/1059601109350985

Cited by 128 publications

(157 citation statements)

References 85 publications

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“…Indeed, organic structures characterized by decentralization and informal rules and procedures tend to promote greater flexibility (Krohmer, Homburg, & Workman, 2002), while inflexibility is true of the opposite , that is, centralization, bureaucracy and formalization is suggested to impede organizational flexibility (Hughes, Hughes, & Morgan, 2010). In the emerging economy context, centralization is inherent in business practice (Tsai et al, 2006) with lower-levels of management given minimal autonomy for decision-making (Chi, Huang, & Lin, 2009). However, managerial discretion-a manager's latitude of action-varies between executives (Li & Tang, 2010), thus centralized structures may still enable organizational flexibility.…”

Section: Organizational Characteristicsmentioning

confidence: 99%

Strategy development: Driving improvisation in Malaysia

Hodgkinson

Hughes

Arshad

2016

Journal of World Business

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Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Driving Improvisation in Malaysia AbstractImprovisation is vital for strategy development, but there remains a lack of understanding about this phenomenon. This emerges directly from the insufficient investigation of its drivers and context. This paper extends improvisation research to the unexplored competitive settings of an emerging middle-income economy. Drawing on survey data from Malaysian research-intensive firms, we examine managerial and organizational antecedents of improvisation under turbulence.Findings reveal that organizational risk-taking and manager expertise are common antecedents of improvisation, but additional relationships arise under high (flexibility) and low turbulence (learning, manager tenure), developing capacity to inform practice, which is critically lacking in international business and management theory.Keywords: emerging economy, improvisation, Malaysia, middle-income, strategy, turbulence, IntroductionOrganizational improvisation has emerged as a very important phenomenon in the business arena, enabling manager spontaneity to enable change as circumstances evolve Improvisation theory proposes that firm characteristics can drive action and execution, but this assumes that firms with high or low improvisation share simply high or low levels of the same internal characteristics. Furthermore, research into improvisation typically has not examined antecedent factors but rather has concentrated on outcomes of improvisation (e.g., Nemkova et al., 2012). Despite the environmental context from which improvisation emerges being a key theoretical contingency (Chelariu, Johnston, & Young, 2002;Vendelø, 2009), extant improvisation research has also been biased towards study in high-velocity markets of developed economies (see Aram & Walochik, 1996;Cunha, 2005). As a result, the drivers of improvisation in the different competitive settings of emerging economies remain unexplored. With higher levels of uncertainties than their peers in developed economies and greater frequency of 2 surprising events, arising from rapid and chaotic environmental changes (Zheng & Mai, 2013) the apparent need for firms to adapt to their environment gives rise to our research question:what drives organizational improvisation in an emerging economy under conditions of turbulence?Focusing on this research question, we argue that managerial and organizational characteristics directly affect organizational improvisation, and also competitive turbulence impact...

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Section: Organizational Characteristicsmentioning

confidence: 99%

Strategy development: Driving improvisation in Malaysia

Hodgkinson

Hughes

Arshad

2016

Journal of World Business

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“…Compared with explicit knowledge, tacit knowledge can provide organizations with a competitive advantage which cannot be easily imitated by rivals when managed effectively (Nonaka, 1994;Thomas, 2002). Understanding the relationship between knowledge sharing and team innovation is particularly important as teams are often the mechanism through which organizations hope to achieve innovation (Chi, Huang, & Lin, 2009;West, 2002).…”

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confidence: 99%

Knowledge Sharing in Teams

Randel

2014

Group & Organization Management

162

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Sharing knowledge among team members is critical to accomplishing innovation. However, there are motivation and communication barriers to sharing knowledge in teams. In this study of 219 work teams, two mechanisms that have potential for encouraging knowledge sharing (social capital and extrinsic incentives) are examined as they relate to tacit knowledge sharing, explicit knowledge sharing, and team innovation. Tacit knowledge sharing mediated the relationships between cognitive social capital and team innovation as well as between explicit knowledge sharing and team innovation. Explicit knowledge sharing mediated the relationship between relational social capital and team innovation, while both forms of knowledge sharing mediated the relationship between extrinsic incentives for knowledge sharing and team innovation.

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“…For example, Roberson and Park (2007) explore how diversity reputation and minority leadership impact firms' performance; Stewart and Johnson (2009) discuss how the quality of leader-member interactions moderates the relationship between gender diversity and team performance; Chi, Huang and Lin (2009) show how HRM is an intermediate factor in the relationship between tenure diversity and innovation; and so forth. However, the definition of diversity and diversity policy is an interesting research topic by and of itself (Van Ewijk, 2011).…”

Section: Introductionmentioning

confidence: 99%

Meanings and Motives before Measures: The ‘What’ and ‘Why’ of Diversity within the Mossos d’Esquadra and the Politie Utrecht

Ewijk¹

2014

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This article proposes the definition of and motivation for diversity (policy) as an important research topic that should be studied before focusing on diversity policy measures. As such, it strives to demonstrate the academic potential of an analytical framework that outlines fundamental choices made in these respects. What types of diversity do organizations focus on? And what do they want to achieve with (increased) diversity? In this article the discourses underlying the diversity policies in two regional European police forces-the Mossos d'Esquadra and the Politie Utrecht-are analyzed. The main observation is that the results are surprisingly similar in spite of contextual factors that may lead observers to expect otherwise: they both focus on gender and migrant background, identifying these types of diversity as collective in nature, while striving for equal opportunities for individuals despite these collective differences. This article also explores possibilities for further theory building by formulating possible explanations for the similarities and differences which have been identified, suggesting a possible hierarchy in diversity within European organizations, and describing how the motivation for diversity might influence the effectiveness of diversity policies.

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A Double-Edged Sword? Exploring the Curvilinear Relationship Between Organizational Tenure Diversity and Team Innovation: The Moderating Role of Team-Oriented HR Practices

Cited by 128 publications

References 85 publications

Strategy development: Driving improvisation in Malaysia

Strategy development: Driving improvisation in Malaysia

Knowledge Sharing in Teams

Meanings and Motives before Measures: The ‘What’ and ‘Why’ of Diversity within the Mossos d’Esquadra and the Politie Utrecht

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