Strategizing throughout the Organization: Managing Role Conflict in Strategic Renewal

Floyd, Steven W.; Lane, Peter J. L.

doi:10.2307/259268

Cited by 581 publications

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“…Yet as today's business environments are becoming ever more dynamic, both scholars and practitioners have recognized the growing need for flexible work roles in which employees must exercise initiative rather than just "do their jobs" (Frese & Fay, 2001;Griffin, Neal, & Parker, 2007). This shift in focus has been guided by the expectation that high-initiative employees engage in selfstarting, proactive behaviors that contribute to individual and organizational effectiveness (Crant, 2000;Grant & Ashford, 2008).…”

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confidence: 99%

“…Although prior research has alluded to the risks of proactivity, most theoretical and empirical attention has focused on the factors that promote initiative at work (e.g., Frese & Fay, 2001;Parker, Williams, & Turner, 2006). This research has argued that providing freedom and support is essential for encouraging initiative, which might suggest that organizational controls are undesirable.…”

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confidence: 99%

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Managing the Risks of Proactivity: A Multilevel Study of Initiative and Performance in the Middle Management Context

Glaser

Stam

Takeuchi

2016

AMJ

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Academy of Management Journal AbstractDrawing on theories of behavioral decision making and situational strength, we developed and tested a multilevel model that explains how the performance outcomes of personal initiative tendency depend on the extent of alignment between organizational control mechanisms and proactive individuals' risk propensities. Results from a sample of 383 middle managers operating in 34 business units of a large multinational corporation indicated that risk propensity weakens the positive relationship between personal initiative tendency and job performance. This negative moderating effect was further amplified when middle managers receive high job autonomy but was attenuated in business units with a strong performance management context. We discuss the implications of these findings for research on proactivity, risk taking, and organizational control.

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confidence: 99%

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confidence: 99%

Managing the Risks of Proactivity: A Multilevel Study of Initiative and Performance in the Middle Management Context

Glaser

Stam

Takeuchi

2016

AMJ

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“…These support a major role for MLMs as potential change agents and opinion leaders, who can either facilitate or impede efforts to improve services [22,25,38,45] because of their boundary-spanning position [23,24,46]. Middle-level managers may be better disposed to support change when they understand the proposed initiatives for improvement and their role in it, if it is in line with their own values and fits the context in which they work, and if they feel supported by senior management [23,47,48]. Our findings are broadly consistent with those of Birken et al .…”

Section: Resultsmentioning

confidence: 99%

Service delivery in Kenyan district hospitals – what can we learn from literature on mid-level managers?

2013

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BackgroundThere is a growing emphasis on the need to tackle inadequate human resources for health (HRH) as an essential part of strengthening health systems; but the focus is mostly on macro-level issues, such as training, recruitment, skill mix and distribution. Few attempts have been made to understand the capability of health workers, their motivation and other structural and organizational aspects of systems that influence workforce performance. We have examined literature on the roles of mid-level managers to help us understand how they might influence service delivery quality in Kenyan hospitals. In the Kenyan hospital settings, these are roles that head of departments who are also clinical or nursing service providers might play.MethodsA computerized search strategy was run in Pub Med, Cochrane Library, Directory of Open Access Journals Social Science Research Network, Eldis, Google Scholar and Human Resources for Health web site databases using both free-text and MeSH terms from 1980 to 2011. In addition, citation searching from excluded and included articles was used and relevant unpublished literature systematically identified.Results and discussionA total of 23 articles were finally included in the review from over 7000 titles and abstracts initially identified. The most widely documented roles of mid-level managers were decision-making or problem-solving, strategist or negotiator and communicator. Others included being a therapist or motivator, goal setting or articulation and mentoring or coaching. In addition to these roles, we identified important personal attributes of a good manager, which included interpersonal skills, delegation and accountability, and honesty. The majority of studies included in the review concerned the roles that mid-level managers are expected to play in times of organizational change.ConclusionThis review highlights the possible significance of mid-level managers in achieving delivery of high-quality services in Kenyan public hospitals and strongly suggests that approaches to strengthen this level of management will be valuable. The findings from this review should also help inform empirical studies of the roles of mid-level managers in these settings.

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“…L'amélioration continue des pratiques et processus renvoie dans ce cas à des changements incrémentaux avec une plus grande prévisibilité des résultats. Dans cette optique, les mécanismes d'apprentissage par exploitation reposent sur des modifications incrémentales, là où les acteurs cherchent à s'adapter à l'environnement actuel et maximiser la performance actuelle ; les modalités de développement des connaissances se caractérisent par le renforcement et l'enrichissement des connaissances existantes, les apprentissages par exploitation visent dans ce cas l'approfondissement de la base de connaissances existantes (Levinthal et March, 1993 ;Katila et Ahuja, 2002), au-delà de la consolidation des croyances existantes (Ghemawat et Ricart I Costa, 1993 ;Floyd et Lane, 2000 ;Rivkin et Siggelkow, 2003). Au sens d' Argyris et Shön (1978), l'apprentissage par exploitation s'apparente ici à un apprentissage de type simple boucle.…”

Section: Communautés De Savoir Logiques D'apprentissage Et Innovatiounclassified

“…(1993) pour affirmer que ce type d'apprentissage permet l'élargissement de la base de connaissances et compétences existantes. D'autres affirment que l'apprentissage exploratoire permet la reconsidération des croyances existantes (Ghemawat et Ricart I Costa, 1993 ;Floyd et Lane, 2000 ;Rivkin et Siggelkow, 2003) à travers la recherche de nouvelles normes et routines organisationnelles (Noteboom, 2000). Les mécanismes d'apprentissage exploratoire cherchent à répondre aux stimuli potentiels de l'environnement et maximiser la performance de l'entreprise à travers la création de nouvelles connaissances qui vont conduire au développement de nouvelles compétences (Ethiraj et Singh, 2003 ;He et al, 2004).…”

Section: Communautés De Savoir Logiques D'apprentissage Et Innovatiounclassified

Communautés de savoir et innovation : le rôle de l'apprentissage. Une analyse sous l'éclairage d'une théorie basée sur les connaissances

Zouaoui¹,

Hedhli²

2014

Management &Amp; Avenir

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L’ère actuelle rend la survie des entreprises dans une économie basée essentiellement sur la connaissance, de plus en plus tributaire de la variété des compétences et expertises des acteurs travaillant dans l’entreprise, et leur capacité à exploiter au mieux les connaissances existantes et à explorer de nouvelles connaissances susceptibles d’enflammer l’innovation. L’objet de cette recherche est de décrire le rôle des communautés de pratique et épistémiques selon l’orientation cognitive adoptée, dans le développement des innovations et ce à travers l’analyse du processus d’influence des communautés de connaissances sur l’innovation. Nous cherchons à nous approcher du sujet à partir du terrain au travers d’une étude de cas qualitative à visée exploratoire. Les enseignements empiriques réconfortent les prédictions théoriques et quelques conclusions intéressantes se dégagent : les communautés de connaissances sont cruciales pour déclencher l’apprentissage bidimensionnel. L’apprentissage d’exploitation et celui d’exploration ne conduisent pas nécessairement à une innovation d’exploration mais certainement à l’amélioration de l’existant.

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Strategizing throughout the Organization: Managing Role Conflict in Strategic Renewal

Cited by 581 publications

References 0 publications

Managing the Risks of Proactivity: A Multilevel Study of Initiative and Performance in the Middle Management Context

Managing the Risks of Proactivity: A Multilevel Study of Initiative and Performance in the Middle Management Context

Service delivery in Kenyan district hospitals – what can we learn from literature on mid-level managers?

Communautés de savoir et innovation : le rôle de l'apprentissage. Une analyse sous l'éclairage d'une théorie basée sur les connaissances

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