Organizational Antecedents of Role Conflict and Ambiguity in Top-Level Administrators

Rogers, David L.; Molnar, Joseph J.

doi:10.2307/2391718

Cited by 101 publications

(61 citation statements)

References 17 publications

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“…However, instead of assuming that these managers can get ''stuck'' in the midst of the demands from TMs as well as the concerns of peers and subordinates, we propose that MMs can also develop similar relationships outside their unit, i.e., a structural overlap with their TMs' network providing the protection and complementary insights needed to perform their roles and meet seemingly contradictory expectations. Overlap and complementarity may help MMs anticipate and interpret demands from TMT members effectively and thus reduce ambiguity and mitigate the potential for role conflict (Rogers and Molnar 1976).…”

Section: The Role Of Fit Between Multi-level Tiesmentioning

confidence: 99%

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Glaser

Fourné

Elfring³

2015

Small Bus Econ

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Drawing on corporate entrepreneurship (CE) and social network research, this study focuses on strategic renewal as a form of CE and examines the impact of boundary-spanning at top and middle management levels on business units' exploratory innovation. Analyses of multi-source and multi-level data, collected from 72 top managers (TMs) and 397 middle managers (MMs) operating in 34 units of a multinational organization, indicate that TMs' boundaryspanning is positively related to units' exploratory innovation, but also has a cascading effect on MMs by increasing their perceived role conflict. MMs' role conflict is negatively related to units' exploratory innovation and thus offsets some of the benefits gained through TMs' boundary-spanning activities. Taking a configurational perspective on social exchanges at multiple levels, we show that role conflict is reduced by overlapping boundary-spanning ties among TMs and MMs. Surprisingly, MMs' boundary-spanning does not relate to exploratory innovation. Our study shows that with regard to boundary-spanning, a top-down approach to CE as strategic renewal may be most effective because TMs play a key role in driving exploratory innovation. However, TMs need to be aware of the cascading social liabilities of their boundary-spanning behavior and ensure MMs develop similar networks. We advance ongoing debates in studies about CE and social networks by providing empirically validated insights into who drives strategic renewal and by uncovering the benefits and costs of social exchanges for strategic renewal. Furthermore, we uncover potential causes of mixed findings in network theory research and highlight a remedy to social liabilities.

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Section: The Role Of Fit Between Multi-level Tiesmentioning

confidence: 99%

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Glaser

Fourné

Elfring³

2015

Small Bus Econ

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“…Jackson and Schuler (1985) stated that formalization may help to reduce role conflict because it serves to define the role sender as being legitimate and how to behave. Formalization of the behaviour of employees in the organization will clarify the role expectations and minimize role conflict (Rogers and Molnar, 1976). The existence of objectives, rules and procedures that regulate the work activities can help clarify the role of employees (Jackson and Schuler, 1985).…”

Section: Formalization and Role Conflictmentioning

confidence: 99%

“…Aghghaleh et al (2014), Podsakoff et al (1986), Rogers and Molnar (1976), and Rizzo et al (1970) showed that formalization is negatively related to role conflict and role ambiguity. Agarwal (1999) showed that formalization is positively related to role conflict and role ambiguity.…”

Section: Introductionmentioning

confidence: 96%

Role Conflict and Role Ambiguity on Local Government Internal Auditors: The Determinant and Impacts

Novriansa

Riyanto

2016

JIEB

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“…a role frame' (Connell, 1979, p.11 ). These counter positions or 'role senders' (Rogers and Molnar, 1976 (Day and Taylor, 1998) are the major role senders or the stakeholders. These stakeholders have the decision making power to offer rewards if their expectations are met, otherwise the use of punishments such as the removal of the directors from the positions may occur (Connell, 1979).…”

Section: Theories On Rolesmentioning

confidence: 99%

Role of non-executive directors in implementing non-regulatory codes on corporate governance in SMEs listed in the alternative investment market in the UK: A content analysis

Chandrakumara¹,

Gunetilleke²

2015

COC

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This study explores roles of NEDs of SMEs listed in the Alternative Investment Market (AIM) in the London Stock Exchange. It extends the literature on NEDs' roles relevant to a context where the adherence to the principles of non-regularity corporate governance is not compulsory. We adopted a content analysis approach as a novel method for exploring roles of NEDs using details of 1220 NEDs recorded in 75 annual reports. It revealed that NEDs meet the expectations of several stakeholders simultaneously by playing multiple roles. A conceptual model depicting testable relationship between cognitive tasks and key roles of NEDs is also developed. ROLE OF NON-EXECUTIVE DIRECTORS IN IMPLEMENTING NON-REGULATORY CODES ON CORPORATE GOVERNANCE IN SMES LISTED IN THE ALTERNATIVE INVESTMENT MARKET IN THE UK:A CONTENT ANALYSIS Anil Chandrakumara*, Gunetilleke Walter** AbstractThis study explores roles of NEDs of SMEs listed in the Alternative Investment Market (AIM) in the London Stock Exchange. It extends the literature on NEDs' roles relevant to a context where the adherence to the principles of non-regularity corporate governance is not compulsory. We adopted a content analysis approach as a novel method for exploring roles of NEDs using details of 1220 NEDs recorded in 75 annual reports. It revealed that NEDs meet the expectations of several stakeholders simultaneously by playing multiple roles. A conceptual model depicting testable relationship between cognitive tasks and key roles of NEDs is also developed.

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Organizational Antecedents of Role Conflict and Ambiguity in Top-Level Administrators

Cited by 101 publications

References 17 publications

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Achieving strategic renewal: the multi-level influences of top and middle managers’ boundary-spanning

Role Conflict and Role Ambiguity on Local Government Internal Auditors: The Determinant and Impacts

Role of non-executive directors in implementing non-regulatory codes on corporate governance in SMEs listed in the alternative investment market in the UK: A content analysis

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