Management teams' regulatory foci and organizational units' exploratory innovation: The mediating role of coordination mechanisms

Tunçdoğan, Aybars; Boon, A.; Mom, Tom; Bosch, Frans van den; Volberda, Henk

doi:10.1016/j.lrp.2016.11.002

Cited by 43 publications

(46 citation statements)

References 124 publications

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“…On the other hand, the technological frames are envisaged as core drivers to facilitate the technological changes in organizations (Orlikowski and Gash, 1994). According to Tuncdogan et al (2016), development of theories regarding the top managers' psychology, organizations innovation and change is still lacking The importance of upper echelons theory is not only emphasized in internationalization process but also in the academic discipline (Dauth et al, 2017), and many studies have elaborated upon the role of the theory in internationalization process (Jaw and Lin, 2009;Thomas and McDaniel, 1990;Tihanyi et al, 2000). Undoubtedly, change in organizations can be brought through the top managements instead of bottom line managers (Heyden et al, 2017).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The role of personality in SMEs internationalization: empirical evidence

Anwar

Shah

Khan

2018

Review Intl Bus & Strategy

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Purpose -This paper aims to examine the role of owners/managers' big five personality traits: conscientiousness, openness, extroversion, neuroticism and agreeableness on SMEs internationalization.Design/methodology/approach -The research design is a quantitative approach. Structured questionnaires were used to collect data from 303 owners and managers of Pakistani SMEs. The hypotheses were tested through structural equation modeling using AMOS.Findings -The findings reveal that conscientiousness has an insignificant influence on the degree of internationalization while neuroticism has a significant negative influence on internationalization. Extroversion, openness and agreeableness have a significant positive influence on internationalization. The findings disclose that owners and managers with extrovert, openness and agreeable personality are more likely to enter into international markets, while managers and owners with conscientiousness and neuroticism personality do not endorse entry into foreign markets.Practical implications -The results suggest that not all the personality traits facilitate internationalization process. Hence, firms that intend to enter international markers can benefit from hiring extrovert, open and agreeable personalities as managers to achieve their objectives. While managers with conscientiousness and neuroticism can be gainfully employed in other departments, they should be kept away from the decision-making processes leading to internationalization of a firm's operations. In addition, the insights gained from this study could facilitate CEOs and executives of large firms operating in developing and developed markets to design effective strategies to promote and get the advantages of internationalization process.Originality/value -This research contributes to personality literature, upper echelons theory and internationalization theory by testing the model based on the empirical evidence. This research is an intersection of the international entrepreneurship literature and psychological studies that have remained relatively unattended in prior studies. After extensive search, we have concluded that no previous study has as yet explored the role of big five personality traits in SMEs internationalization, particularly in this part of the world. It is believed that lack of studies in this sphere is, to a considerable extent, impeding the pace of internationalization by SMEs in developing countries.

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Section: Theoretical Backgroundmentioning

confidence: 99%

The role of personality in SMEs internationalization: empirical evidence

Anwar

Shah

Khan

2018

Review Intl Bus & Strategy

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“…Thus far, research on conflict management has shown more focus on the relationships between conflict-handling style of the leader and team performance (De Dreu & Gelfand, 2008; Prieto-Remón et al, 2015; Rahim, 2002; Tjosvold, 2008; Tjosvold et al, 2001). Alternatively, the relationship between team coordination and team performance has been the focus of a number of prior studies in the management literature (Banks, Pollack, & Seers, 2016; Rico, Sánchez-Manzanares, Gil, & Gibson, 2008; Tuncdogan, Boon, Mom, Bosch, & Volberda, 2017; Yukl, 2006; Zhang et al, 2011 ). Coordination processes involve the activities orchestrating the relationship and scheduling interdependent tasks in the team environment (e.g., managing work, setting up the tasks of each member, and detailing guidelines and regular procedures) (Yukl, 2006; Zalesny, Salas, & Prince, 1995).…”

Section: Conceptual Framework Developmentmentioning

confidence: 99%

“…Coordination processes involve the activities orchestrating the relationship and scheduling interdependent tasks in the team environment (e.g., managing work, setting up the tasks of each member, and detailing guidelines and regular procedures) (Yukl, 2006; Zalesny, Salas, & Prince, 1995). In the same way, coordination activities are observed as necessary conduct for teams to be able to exchange information and straighten the course of team member actions (Marks, Mathieu, & Zaccaro, 2001; Tuncdogan et al, 2017). Even though we are aware of the critical relationship between conflict management and team performance, limited studies have examined the conflict management style of leaders, coordination, and performance together, particularly in multicultural team environments in the construction industry.…”

Section: Conceptual Framework Developmentmentioning

confidence: 99%

Conflict Management, Team Coordination, and Performance Within Multicultural Temporary Projects: Evidence From the Construction Industry

Tabassi

Abdullah

Bryde

2018

Project Management Journal

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Tabassi, A, Abdullah, A and Bryde, DJ Conflict management style, team coordination and team performance within multi-cultural temporary project organizations: Evidence from the Malaysian construction industry http://researchonline.ljmu.ac.uk/id/eprint/8403/ Article LJMU has developed LJMU Research Online for users to access the research output of the University more effectively. ABSTRACTThe purpose of our study is to enhance understanding of the relationships between conflict management style, team coordination and performance in multi-cultural project team context.We investigate how conflict management can contribute to team effectiveness through the mediation of the level of team coordination, by collecting data from 126 team leaders and supervisors and 378 members nested in different multi-cultural projects in the construction industry. Our results show that contrary to the findings from prior research in other team contexts, an avoiding style of conflict management can have a positive impact on the performance of multi-cultural project teams.

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“…Although extensively studied at the organizational or business unit level (see O'Reilly & Tushman, 2013), ultimately the decision to explore or exploit has to be made by managers or employees within those organizations (Mom et al, 2009;Van der Borgh & Schepers, 2014). Despite many calls for research (e.g., Gupta et al, 2006;Raisch & Birkinshaw, 2008), there is still relatively little research on how individuals make the exploration-exploitation trade-off (Bonesso et al, 2014;Rosing & Zacher, 2017;Tuncdogan et al, 2017).…”

Section: Accountability and Individual Exploration/exploitationmentioning

confidence: 99%

What I do or how I do it - the effect of accountability focus on individual exploration

Verwaeren

Nijstad

2021

European Journal of Work and Organizational Psychology

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Because accountability is a central feature of many management practices, feeling accountable is a fact of life in modern organizations. Accountability has been found to have many beneficial outcomes, yet it may also increase certain cognitive biases. Building on the social contingency model of accountability, we examine the effect of accountability on manager's individual decision making about exploration vs. exploitation. We distinguish between outcome and process accountability and examine them as independent predictors of exploration behaviour. Although previous work suggests that outcome accountability may lead managers to quickly switch to old ways of working (i.e., exploitation), we propose that process accountability will increase individual exploration. Furthermore, employing the concept of disfluency, we propose that this positive effect of process accountability will be especially strong when outcome accountability is also high. Combining two survey studies (n = 361, n = 438) with employees and a lab experiment (n = 211), we find overall support for our hypotheses. Specifically, we find that process accountability increases exploration while outcome accountability decreases it (and increases exploitation). We also find partial support for a positive interaction of process and outcome accountability.

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Management teams' regulatory foci and organizational units' exploratory innovation: The mediating role of coordination mechanisms

Cited by 43 publications

References 124 publications

The role of personality in SMEs internationalization: empirical evidence

The role of personality in SMEs internationalization: empirical evidence

Conflict Management, Team Coordination, and Performance Within Multicultural Temporary Projects: Evidence From the Construction Industry

What I do or how I do it - the effect of accountability focus on individual exploration

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