Showing papers by "Justin J. P. Jansen 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: A cross‐level model is developed suggesting that structural and resource attributes of the organizational context significantly shape the relationship between unit ambidexterity and performance and develops a richer explanation of the effectiveness of ambidextrous units operating in multiunit contexts.
Abstract: Research suggests that unit-level ambidexterity positively impacts subsequent unit performance but theory and testing on this impact remain impoverished. We develop a cross-level model suggesting that structural and resource attributes of the organizational context significantly shape the relationship between unit ambidexterity and performance. Using multisource and lagged data from 285 organizational units located within 88 autonomous branches, results from hierarchical linear modeling show that this relationship is boosted when the organization is decentralized, more resource munificent, or less resource interdependent. We also find that structural differentiation of the organization does not condition the unit ambidexterity-performance relationship. Through this cross-level theory and testing, we develop a richer explanation of the effectiveness of ambidextrous units operating in multiunit contexts. Copyright © 2012 John Wiley & Sons, Ltd.
285 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
01 Jan 2012
1 citations
01 Jul 2012
TL;DR: In this paper, the authors investigated the role of middle managers in strategic renewal processes of increasingly complex organizations set in dynamic environments, and found that very few studies have investigated this topic.
Abstract: Middle managers are essential change agents in strategic renewal processes of increasingly complex organizations set in dynamic environments. Nevertheless, very few studies have investigated this c...
1 citations