Showing papers by "Frans van den Bosch published in 2010"
TL;DR: In this article, the authors delineate between external and internal advice seeking and investigate their impact on exploratory innovation, and argue that top management team heterogeneity moderates the impact of advice seeking on innovation.
Abstract: Research on strategic decision making has considered advice-seeking behaviour as an important top management team attribute that influences organizational outcomes Yet, our understanding about how top management teams utilize advice to modify current strategies and pursue exploratory innovation is still unclear To uncover the importance of advice seeking, we delineate between external and internal advice seeking and investigate their impact on exploratory innovation We also argue that top management team heterogeneity moderates the impact of advice seeking on exploratory innovation Findings indicated that both external and internal advice seeking are important determinants of a firm's exploratory innovation In addition, we observed that top management team heterogeneity facilitates firms to act upon internal advice by combining different perspectives and developing new products and services Interestingly, heterogeneous top management teams appeared to be less effective to leverage external advice and pursue exploratory innovation
205 citations
10 Feb 2010
TL;DR: In this paper, the authors investigated how personality and individuals' social network position affect individuals' involvement into the innovation process and found that there is potentially a mismatch between social network structure in different stages of the innovative process, and this mismatch is caused by individuals' personality.
Abstract: text
This dissertation proposal investigates how personality and individuals’ social network
position affect individuals’ involvement into the innovation process. It posits that people would
feel inclined to become involved into the different phases of the innovation process depending on
their Big Five personality traits. Additionally, this research elaborates on personality antecedents
of social relationships and network structure. Furthermore, it accounts for the dynamic
relationship between stages in innovation process and social network structure. Finally, it posits
that there is potentially a mismatch between social network structure in different stages of the
innovation process, and that this mismatch is caused by individuals’ personality. The suggested
conceptual framework contributes to the innovation literature by enriching our understanding of
why people create markedly different patterns of social ties in the workplace and how this tie
formation process and personality influence innovation process. An empirical study aimed at
testing the suggested propositions is suggested.
8 citations
Posted Content•
TL;DR: In this article, the authors investigate how top managers' corporate governance orientation influences a firm's strategic renewal trajectories over time through both a qualitative analysis (1907-2004) and a quantitative analysis (1959-2004), using the upper echelons perspective together with corporate governance and strategic renewal literature.
Abstract: Using the upper echelons perspective together with corporate governance and strategic renewal literature, this paper investigates how top managers’ corporate governance orientation influences a firm’s strategic renewal trajectories over time Through both a qualitative analysis (1907-2004) and a quantitative analysis (1959-2004), we investigate this under-researched question within the context of a large incumbent firm: Royal Dutch Shell plc Our results indicate that top managers having an Anglo-Saxon corporate governance orientation are more likely to pursue exploitative and external-growth strategic renewal trajectories, while those having a Rhine corporate governance orientation are more likely to pursue exploratory and internal-growth strategic renewal trajectories We also found a positive moderating effect of the proportion of shareholders from the Anglo-Saxon countries on exploitative and external-growth strategic renewal trajectories Our findings indicate that top managers’ corporate governance orientation can be an important antecedent of strategic renewal and of organisational ambidexterity, both of which influence corporate longevity
2 citations
Posted Content•
TL;DR: In this paper, the authors investigated how top managers' corporate governance orientation influences a firm's strategic renewal trajectories over time, and found that top managers having an Anglo-Saxon Corporate Governance orientation are more likely to pursue exploitative and external-growth strategic renewal.
Abstract: Using the upper echelons perspective together with corporate governance and strategic renewal literature, this paper investigates how top managers’ corporate governance orientation influences a firm’s strategic renewal trajectories over time. Through both a qualitative analysis (1907-2004) and a quantitative analysis (1959-2004), we investigate this under-researched question within the context of a large incumbent firm: Royal Dutch Shell plc. Our results indicate that top managers having an Anglo-Saxon corporate governance orientation are more likely to pursue exploitative and external-growth strategic renewal trajectories, while those having a Rhine corporate governance orientation are more likely to pursue exploratory and internal-growth strategic renewal trajectories. We also found a positive moderating effect of the proportion of shareholders from the Anglo-Saxon countries on exploitative and external-growth strategic renewal trajectories. Our findings indicate that top managers’ corporate governance orientation can be an important antecedent of strategic renewal and of organisational ambidexterity, both of which influence corporate longevity.
1 citations
Posted Content•
TL;DR: In this article, the authors investigated how top managers' corporate governance orientation influences a firm's strategic renewal trajectories over time, and found that top managers having an Anglo-Saxon Corporate Governance orientation are more likely to pursue exploitative and external-growth strategic renewal.
Abstract: textUsing the upper echelons perspective together with corporate governance and strategic renewal literature, this paper investigates how top managers’ corporate governance orientation influences a firm’s strategic renewal trajectories over time. Through both a qualitative analysis (1907-2004) and a quantitative analysis (1959-2004), we investigate this under-researched question within the context of a large incumbent firm: Royal Dutch Shell plc. Our results indicate that top managers having an Anglo-Saxon corporate governance orientation are more likely to pursue exploitative and external-growth strategic renewal trajectories, while those having a Rhine corporate governance orientation are more likely to pursue exploratory and internal-growth strategic renewal trajectories. We also found a positive moderating effect of the proportion of shareholders from the Anglo-Saxon countries on exploitative and external-growth strategic renewal trajectories. Our findings indicate that top managers’ corporate governance orientation can be an important antecedent of strategic renewal and of organisational ambidexterity, both of which influence corporate longevity.