The Interaction of Control Systems and Stakeholder Networks in Shaping the Identities of Self-Managed Teams

Annosi, María Carmela; Foss, Nicolai J.; Brunetta, Federica; Magnusson, Mats

doi:10.1177/0170840616679454

Cited by 23 publications

(15 citation statements)

References 87 publications

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“…Organizations need to recognize and promote shared leadership parallel to formal or hierarchical leadership. The increase of self-managed teams and agile team collaboration in organizations points to the value of shared leadership in teams, rather than relying only on formal leadership guidance (e.g., Annosi et al, 2017;Solansky, 2008). Such developments toward more shared leadership in teams can be actively supported by formal leaders in an organization.…”

Section: Practical Implicationsmentioning

confidence: 99%

Temporal dynamics of shared leadership

Klasmeier¹,

Lehmann‐Willenbrock²,

Rowold³

2020

Preprint

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Shared leadership is conceptualized as a dynamic team state, yet surprisingly most research is based on cross-sectional designs. Additionally, as prior studies mostly focused on performance-enhancing effects of shared leadership, little is known about consequences for team members’ work-related well-being. We expand the job demands-resources perspective to build a dynamic model of shared leadership as a team resource that affects team members’ well-being and emotional exhaustion. Furthermore, we investigate the interplay between shared leadership and team workload. We applied a daily diary study over five consecutive working days with data from 265 team members nested in 77 teams. As hypothesized, dynamic changes in shared leadership were associated with an increase in collective member well-being and a reduction of emotional exhaustion over time. Further, team workload interacted with shared leadership so that high team workload dynamics were associated with dynamics changes in collective emotional exhaustion when shared leadership dynamics were low. However, collective member well-being was not affected by such an interaction effect. These findings contribute a temporal perspective to shared leadership as a dynamic team state, establish shared leadership as an important team resource, and address the missing link between the sharing of leadership functions and collective member well-being.

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Section: Practical Implicationsmentioning

confidence: 99%

Temporal dynamics of shared leadership

Klasmeier¹,

Lehmann‐Willenbrock²,

Rowold³

2020

Preprint

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“…The stakeholders of the HEIs, such as students, employers, employees, alumni, parents, donors and government institutions, require the management to implement sound strategies to safeguard their interests. Previous studies have shown that there is a positive association between the stakeholders and the strategy used (Frooman, 1999;Sharma;Henriques, 2004;Li;, as well as a positive association between the stakeholders and the management control system (Annosi et al, 2017;Barnett et al, 2018).…”

Section: Introductionmentioning

confidence: 97%

Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia

Soewarno

Tjahjadi

2020

BIJ

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PurposeThis study aims to explore the mediating role of strategy. First, we examine whether strategy mediates the relationship between competitive pressure and SPM. Second, we examine whether the strategy mediates the relationship between stakeholder pressure and SPM.Design/methodology/approachThis study is designed as a quantitative study by utilizing partial least squares structural equation modeling (PLS-SEM) in order to test the hypotheses. A mediation model for the research framework was developed to investigate the mediating role of strategy.FindingsUsing a sample of 546 managers from higher education institutions (HEIs) in Indonesia, the results show that both competitive pressure and stakeholder pressure have a positive direct effect on SPM. Strategy fully mediates the relationship between competitive pressure and SPM and strategy also partially mediates the relationship between stakeholder pressure and SPM. The findings suggest that the management of the HEIs in Indonesia needs to accommodate the dynamic trends in the competitive environment and the stakeholder’s interests when they develop the strategy used. They need to build a reliable SPM to effectively execute the strategy.Research limitations/implicationsThis study has the following limitations: (1) the use of PLS-SEM may raise the issue of causality; (2) this study focuses only on the antecedents of the SPM, and therefore future studies should investigate the consequences of the SPM on other variables; (3) this study is context-specific for Indonesia and caution should be used when generalizing it to other countries; (5) this study employs the primary data that may raise the issue of perception bias, and therefore future studies should try to develop proxies of variables using secondary data.Practical implicationsThis research provides a comprehensive understanding of the management of HEIs who wants to enhance their SPM. This suggests that management needs to verify the role of strategy. In the era of global competition in higher education, management needs to start from the dynamics of competitive intensity and stakeholder interest. Competition and cooperation need to be considered in their strategies if they want to survive in the higher education industry. Finally, management must be aware that they are now assessed using quantitative indicators, standardized processes, and algorithms, and therefore they need to have a more reliable SPM.Social implicationsAs the global competition increases in higher education, this research provides a model on how to improve the good university governance involving the strategy and the SPM. Higher education plays an extremely important role in society. This study provides a model that can be used by society to have better control of the HEIs by demanding improved good governance. This research provides empirical evidence of the importance of the strategy and the SPM. The society will get more benefits in terms of improved transparency, accountability, fairness, and responsibility of the HEIs.Originality/valueThis is the first study that explores the links between competitive pressure, stakeholder pressure, strategy and SPM in Indonesian HEIs. It provides empirical evidence in the HEIs research setting for the industry/organization (I/O) theory of competitive advantage which focuses on the external factors. It also supports the resource-based view (RBV) model of competitive advantage which focuses on internal factors.

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“…Finally, we consider team identification as a powerful sense‐making tool that gives direction and motivates the individual within self‐managing teams (Annosi, Foss, Brunetta, & Magnusson, 2017; van Knippenberg & van Schie, 2000).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Individual learning goal orientations in self‐managed team‐based organizations: A study on individual and contextual variables

2020

Self Cite

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Previous research has shown the importance of individual learning goal orientation for both job and task performance and consequently organizational performance. Despite its importance, knowledge on the antecedents of learning goal orientation remains scarce, especially in the context of self‐managing team‐based organizations. In fact, most of the research on goal orientation antecedents has been focused on individual characteristics, belief, and ability, while the contextual factors that might influence them remain unspecified. We build on and further extend earlier studies by jointly exploring the role of individual and contextual factors affecting individual learning orientation. In particular, this study combines individual informal social network, self‐efficacy, performance feedbacks, and team identification into a model that explains individuals' learning goal orientation within self‐managing team‐based organizations. The model was empirically tested on a sample of 104 individuals belonging to an R&D organization relying on self‐managing teams. Results show that performance feedback has a negative direct effect, while team identification has a positive direct effect on individual learning goal orientation. In addition, we found that individual self‐efficacy is a mediator of the relationships between performance feedback and brokerage in the advice network and individual learning goal orientation. Finally, we did not find a relationship between centrality in the friendship network and individual learning goal orientation.

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The Interaction of Control Systems and Stakeholder Networks in Shaping the Identities of Self-Managed Teams

Cited by 23 publications

References 87 publications

Temporal dynamics of shared leadership

Temporal dynamics of shared leadership

Mediating effect of strategy on competitive pressure, stakeholder pressure and strategic performance management (SPM): evidence from HEIs in Indonesia

Individual learning goal orientations in self‐managed team‐based organizations: A study on individual and contextual variables

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