Showing papers by "Frans van den Bosch published in 2012"
TL;DR: In this article, the authors investigate the role of leadership behaviour as a key antecedent for management innovation at the organization level and investigate its moderating role, finding that smaller, less complex, organizations benefit more from transactional leadership in realizing management innovation while larger organizations need to draw on transformational leaders to compensate for their complexity.
Abstract: Recent research on management innovation, i.e. new managerial processes, practices, or structures that change the nature of managerial work, suggests it can be an important source of competitive advantage. In this study, we focus on management innovation at the organization level and investigate the role of leadership behaviour as a key antecedent. Due to its prominent role within organizations, top management has the ability to greatly influence management innovation. In particular, we focus on leadership behaviour and examine transformational and transactional leadership. Additionally, as contextual variables like organizational size may influence the impact of leadership, we investigate its moderating role. Findings show that both leadership behaviours contribute to management innovation. Interestingly, our study indicates that smaller, less complex, organizations benefit more from transactional leadership in realizing management innovation. On the other hand, larger organizations need to draw on transformational leaders to compensate for their complexity and allow management innovation to flourish.
524 citations
TL;DR: Using a cross‐industry sample with lagged data, it is found that offshoring has an inverted U‐shaped influence on firm innovativeness and that this relationship is steeper inirms with high TMT informational diversity and in firms with low TMT shared vision.
Abstract: This study attempts to increase the understanding of how offshoring influences the introduction of new products and services. Focusing on the offshoring of those business functions that provide direct knowledge inputs for innovation (i.e., production, R&D, and engineering), we propose that offshoring has an inverted U-shaped influence on firm innovativeness. Additionally, we provide an upper echelon contingency perspective by considering the moderating role of two top management team (TMT) attributes (i.e., informational diversity and shared vision). Using a cross-industry sample with lagged data, we find that offshoring has an inverted U-shaped influence on firm innovativeness and that this relationship is steeper in firms with high TMT informational diversity and in firms with low TMT shared vision. Copyright © 2012 John Wiley & Sons, Ltd.
143 citations
TL;DR: It is confirmed that horizontal knowledge flows develop units’ breadth of knowledge stocks, which in turn positively relates to exploratory innovations, and illustrates how firms may create competitive advantage by developing and balancing distinct types ofknowledge stocks at the unit level.
Abstract: We examine how firms may accumulate and apply knowledge through their units at different locations. To that end, we assess the mediating role of units’ knowledge stocks and disentangle how firms accumulate knowledge stocks through knowledge inflows and how they apply such stocks to innovative purposes at the unit level. Based on a questionnaire administered to branches of a large European financial services firm, our findings confirmed that horizontal knowledge flows develop units’ breadth of knowledge stocks, which in turn positively relates to exploratory innovations. Contrary to expectations, depth of units’ knowledge stocks was not fostered by vertical knowledge inflows, but instead by decentralising units. Depth of knowledge contributed not only to exploitative innovations, but also to exploratory innovations. Based on these results, our study illustrates how firms may create competitive advantage by developing and balancing distinct types of knowledge stocks at the unit level.
42 citations
TL;DR: The results indicate that the proposed DART attributes considered in the study have a significant effect on DART service quality, and that utility values are significantly varying spatially, particularly dependent upon distance to CBD.
30 citations
TL;DR: In this paper, the vital role a top management team plays in the coupling of knowledge elements assembled through local and non-local search into radically new, exploratory innovations and incrementally new, exploitative innovations is explored.
Abstract: This article probes the vital role a top management team (TMT) plays in the coupling of knowledge elements assembled through local and nonlocal search into radically new, exploratory innovations and incrementally new, exploitative innovations It theorizes that the materialization of exploratory and exploitative innovations from a firm's recombinatory stock of knowledge elements is contingent on the interplay between a TMT's experience diversity and its shared vision Multigroup structural equation modeling of data from a large cross-section of firms in the Netherlands supports the theoretical model We find that although greater variation in TMT experiences fosters exploratory innovations, lesser variation promotes exploitative innovations A shared TMT vision moderates these relationships We discuss the implications for research and practice
16 citations
11 May 2012
TL;DR: In this article, the authors make the case that a managerial perspective on research into good theory and its practical application to business and society is required and suggest that the creation of strategic value for society should be defined as the purpose of management of organizations.
Abstract: . In his Farewell Lecture, referring to the statement “Nothing is as practical as
good theory”, Professor Van Den Bosch elaborates on developing “good”
Management Theory and its practical application to business and society.
Management is likely to be the most valuable resource of goal-oriented
organizations. However, nowadays in the media and in public debate the
diminishing legitimacy of managers is coming under discussion. This raises the
challenging question: are managers losing their societal legitimacy? If this is the
case, the second question arises: how can a more solid theoretical foundation of
Management contribute to new insights in terms of its role – as an alternative to
the Market – as a coordinating mechanism for creating value for business and
society?
Regarding both questions, the following four scientific challenges are
addressed. First, the case is made that a managerial perspective on Research into
Management is required. Second, taking a context-neutral approach in defining
Management, it is proposed to focus on generic core activities of Management.
Third, it is suggested that the creation of strategic value for society should be
defined as the purpose of Management of organizations. Fourth, based on
recent contributions to the literature, the importance for practice of strategic
value creating Management Models are discussed, including a current appli -
cation in the context of Shared Value Creation. Finally, the problems and
challenges of changing the Management Model of an organization, i.e.
Management Innovation, are highlighted.
The lecture is concluded with four recommendations. These recommen -
dations are directed to scientists in the field of Research in Management, to
Schools of Management, to the practice of Management, and to governmental
and regulatory agencies. These agencies have to look after Management Models
and their strategic value creation for society. In the context of the present
financial and economic crisis, it is recommended these agencies have to
consider correcting not only the “Invisible Hand” of the Market, but also paying
due attention to its close connection with the “Visible Hand” of Management.
16 citations
11 May 2012
TL;DR: The Nederlandse versie van de in het Engels uitgesproken rede ter gelegenheid van het afscheid als Full Professor of Management aan de Rotterdam School of Management, Erasmus University, op 11 mei 2012 as discussed by the authors.
Abstract: textDe Nederlandse versie van de in het Engels uitgesproken rede ter gelegenheid van het afscheid als Full Professor of Management aan de Rotterdam School of Management, Erasmus University, op 11 mei 2012
4 citations