The impact of top management teams on firm innovativeness: a configurational analysis of demographic characteristics, leadership style and team power distribution

Sperber, Sonja; Linder, Christian

doi:10.1007/s11846-016-0222-z

Cited by 44 publications

(24 citation statements)

References 90 publications

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“…This example points to the important role managers and their leadership behaviours play in facilitating innovation and entrepreneurship in their organisations (Mueller et al 2018 ; Sperber and Linder 2018 ). Previous research shows that managers’ leadership styles influence employees’ intrapreneurial behaviour (e.g.…”

Section: Introductionmentioning

confidence: 99%

New ways of working and intrapreneurial behaviour: the mediating role of transformational leadership and social interaction

2020

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To promote innovativeness and efficiency, an increasing number of firms have adopted New ways of working (NWW). However, it is not clear what effect NWW has on innovation-related outcomes, such as intrapreneurial behaviour. Therefore, we provide a first investigation on the relation between the facets of NWW and intrapreneurial behaviour, while testing transformational leadership and co-worker social interaction as mediators. We use a sample of 254 employees of the Dutch working population and apply the Preacher and Hayes’ (Behav Res Methods 40(3):879–891, 2008) bootstrap method for multiple mediation to test our hypotheses. We find that NWW facets time- and location-independent work and management on output are positively related to intrapreneurial behaviour. In addition, we find that the relation between a freely accessible open workplace and intrapreneurial behaviour is mediated by transformational leadership. However, we find no relationship between co-worker social interaction and intrapreneurial behaviour and thus no mediating role for social interaction. Our research adds to the budding literature on the effects of NWW and to the literature on the determinants of intrapreneurial behaviour. We conclude that implementation of several NWW facets and a transformational leadership style could help foster intrapreneurial behaviour among employees, and that future research that further enhances the measurement of the NWW facets and investigates its configurational effects on intrapreneurial behaviour is welcome.

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Section: Introductionmentioning

confidence: 99%

New ways of working and intrapreneurial behaviour: the mediating role of transformational leadership and social interaction

2020

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“…A radical innovation management “checklist” could name the intra- and extra-organizational aspects managers should pay attention to and how to best configure them. This overview would also help to identify research gaps as many organizational variables, such as agility ( Brand, Tiberius, Bican, & Brem, 2019 ), internal idea contest designs ( Hober, Schaarschmidt, & von Korflesch, 2019 ), entrepreneurial orientation ( Gupta, Mortal, & Yang, 2018 ), organizational innovation climate ( Liu, Chow, Zhang, & Huang, 2019 ), organizational justice ( Akram, Lei, Haider, & Hussain, 2020 ), or organizational wisdom practices ( Akgün, Keskin, & Kırçovalı, 2019 ), as well as human resource variables, such as emotional intelligence ( Açikgök & Latham, 2020 ), incentives ( Ritala, Vanhala, & Järveläinen, 2020 ), individual innovation behavior ( Strobl, Matzler, Nketia, & Veider, 2020 ), slack time ( Medase, 2020 ), and top management teams ( Sperber & Linder, 2018 ), and many more have been related to innovation performance but not yet been subject to in-depth analysis regarding specifically radical innovations. It would also be interesting to contrast findings about what radical innovation managers should do and what they really do ( Maier & Brem, 2018 ).…”

Section: Discussionmentioning

confidence: 99%

Radical innovations: Between established knowledge and future research opportunities

Tiberius

Schwarzer

Dobón

2021

Journal of Innovation & Knowledge

113

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The fast growing body of radical innovation research is fragmented and difficult to overlook. We provide an overview of the most cited journals, authors, and publications and conduct a bibliographic coupling to structure the literature landscape. We identified the following research clusters: management of radical innovations, organizational learning and knowledge, financial aspects of radical innovation, radical innovation adoption and diffusion, radical industry innovations as challenges for incumbents, and radical innovation in specific industries. Based on an in-depth content analysis of these clusters, we identify the following future research opportunities: A systematic compilation of all intra- and extra-organizational management aspects, moderators, and mediators, extending radical innovation research's epistemological basis by adding strategic foresight, further research in individual, group (team), organizational, and inter-organizational capabilities required for radical innovation, a managerial perspective on adoption and diffusion of radical innovations, applying portfolio theory and real options theory to radical innovation research, stronger research efforts on coping strategies for firms faced with competitors' radical innovations, and intensifying both industry-specific and cross-industry research.

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“…These characteristics are treated as indicators of individuals' cognitive base, developed as a result of experience and training (Bantel, 1993). Hereby, we answer to the call for research that goes inside the "black box" of the upper echelons (Carpenter et al, 2004;Goll and Rasheed, 2005;Sperber and Linder, 2018). The call is due to still unclear picture on how the aforementioned managers' characteristics shape company performance (Papadakis and Bourantas, 1998;Denis et al, 2001;Carpenter et al, 2004;Forbes, 2005b;Damanpour and Schneider, 2006;Finkelstein et al, 2009;Curseu and Louwers, 2010).…”

Section: Antecedents Of Managing Strategic Paradoxesmentioning

confidence: 95%

“…UET suggests that demographics are easier to both observe and measure (Sperber and Linder, 2018;Goll and Rasheed, 2005). Although there is a move away from the studies on demographic characteristics as proxies of managerial performance to more complex constructs, such as cognitive styles and values (e.g.…”

Section: Antecedents Of Managing Strategic Paradoxesmentioning

confidence: 99%

Managing strategic paradoxes: the influence of demographic characteristics of decision-makers

Glińska-Neweś

Escher

Józefowicz

et al. 2020

JOCM

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PurposeTogether with increasing ambiguity and frequency of changes, management becomes full of seemingly conflicting choices, i.e. paradoxes, coming up in the process of decision-making. Successful management of paradoxes, i.e. treating them as “both/and” constructs leads to innovative solutions and better overall organizational performance. In response to a significant research gap regarding antecedents of managing paradoxes, the aim of the paper is to investigate how individual characteristics of strategic decision-makers, specifically their age, tenure and educational background, affect the ability to combine contradictions in their strategic choices.Design/methodology/approachAn empirical study was conducted among 201 managers representing furniture companies in Poland. The CATI technique with an interview questionnaire was adopted in order to identify respondents' opinions on the main features, traits and dimensions of the strategy implemented in their companies. Participants' tenure, age and education were measured by single items.FindingsThe study suggests that the ability to manage paradoxes increases with age and tenure in a company and at a current position. At the same time economic/business educational background appears to be unsupportive in this regard.Originality/valueWhile the issue of managing paradoxes energizes researchers in various disciplines, we still do not know much about antecedents of the process. The study shed light on effects that managers' demographics have on their ability of managing paradoxes. It contributes to the theory on strategic paradoxes as well as theory on the influence of decision-makers' individual characteristics on their decisions.

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The impact of top management teams on firm innovativeness: a configurational analysis of demographic characteristics, leadership style and team power distribution

Cited by 44 publications

References 90 publications

New ways of working and intrapreneurial behaviour: the mediating role of transformational leadership and social interaction

New ways of working and intrapreneurial behaviour: the mediating role of transformational leadership and social interaction

Radical innovations: Between established knowledge and future research opportunities

Managing strategic paradoxes: the influence of demographic characteristics of decision-makers

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