Justin J. P. Jansen

Bio: Justin J. P. Jansen is an academic researcher from Erasmus University Rotterdam. The author has contributed to research in topics: Ambidexterity & Organizational learning. The author has an hindex of 31, co-authored 72 publications receiving 14098 citations. Previous affiliations of Justin J. P. Jansen include Babson College.

"Top Management Team Attributes, Bricolage and Ambidexterity in SMEs"

Abstract: Research on organizational ambidexterity has introduced various approaches for organizations to combine exploratory and exploitative activities. Yet, these approaches are often not feasible for sma...

Exploration and Exploitation: A Meta-analytical Review of Conceptual and Contextual Factors

Abstract: Over the past two decades, despite burgeoning research, scholars interested in the interplay of exploration and exploitation still face a number of unanswered questions. To a greater or lesser degree, what these core debates have in common is a focus on the boundaries conditions driving the association between exploration and exploitation. In this study, we use recent developments in meta-analytic methods to shed light on three of these debates. The first one pertains to the statistical impact of behavior versus outcome based conceptualizations of exploration and exploitation. Conceptualizations of the two focal concepts vary substantially in extant research and our results indicate that associated operationalizations have important implications as the association between exploration and exploitation is stronger for outcome than for behavior based operationalizations. Second, the tensions between exploitative and explorative innovations have been widely covered but conclusive evidence on the level of anal...

Tmt improvisation, resource management and sme performance: a mediated model

Abstract: This paper extends current research on improvisation, by exploring the underlying mechanisms through which TMT improvisation influences SME performance. More specifically, we direct attention to two resource management behaviors: bootstrapping and bricolage. We find that TMT improvisation plays a fundamental role in how firms manage their resources; teams that score higher on improvisation make use of bricolage and bootstrapping to a greater extent. In turn, we find that bricolage has a positive effect on SME performance, whereas bootstrapping has a negative effect. TMT improvisation improves SME performance, through its indirect effect via entrepreneurial bricolage and decreases SME performance via bootstrapping.

Let’s Profitably Fight Poverty, Shall We? How Managers Use Emotional Framing to Develop Base of the Pyramid Ventures Inside a Large Fast-moving Consumer Goods Company

Abstract: Entering the Economic Base of the Pyramid (BoP) is often portrayed as an effective way for multinational corporations (MNCs) to grow and alleviate poverty, yet only few MNCs succeed. Although scholars have suggested that emotional arguments may be critical in motivating MNCs to engage at the BoP, it has remained unexplored how managers who develop BoP ventures inside MNCs use emotional framing to persuade organizational members to support their initiatives. Building on a multiple-case study of a Fast-Moving Consumer Goods Company, we find that captivating, solidifying, and perpetuating emotional frames allowed managers to earn and maintain commitment from volunteers and senior managers and sustain venturing efforts up until a stage where ventures were considered for launch despite an obvious sense of profitability. These findings contribute to a theoretical understanding of processes that enable BoP venture development inside MNCs, and contribute to the literatures on emotional framing and corporate entrepreneurship.

Scaling‐up: Building, leading and sustaining rapid growth over time

Abstract: Studies show that high-growth firms, often referred to as scale-ups, play a vital role in fostering job-creation, improving productivity and diffusing new product and technological innovations (Coutu, 2014; Du and Temouri, 2015). However, research has also suggested that only a small proportion of startups scale-up and maintain rapid growth over time (Jansen and Roelofsen, 2018; Josefy et al., 2015). Accordingly, interest in the factors explaining the emergence and prevalence of high-growth firms has increased, among academic researchers and policymakers alike. Scale-ups are defined as those firms that achieve average annual growth in employees or sales turnover greater than 20 percent per annum over a three-year period, and with more than 10 employees at the beginning of the period (OECD, 2007).

The knowledge-creating company

Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature

Abstract: This paper consolidates the state of academic research on innovation. Based on a systematic review of literature published over the past 27 years, we synthesize various research perspectives into a comprehensive multi-dimensional framework of organizational innovation - linking leadership, innovation as a process, and innovation as an outcome. We also suggest measures of determinants of organizational innovation and present implications for both research and managerial practice.

Power, approach, and inhibition. Власть, напористость и подавленность

Abstract: Статья посвящена вопросам влияния власти на поведение человека. Авторы рассматривают данные различных источников, в которых увеличение власти связывается с напористостью, а ее уменьшение - с подавленностью. Конкретно, власть ассоциируется с: а) позитивным аффектом; б) вниманием к вознаграждению и к свойствам других, удовлетворяющим личные цели; в) автоматической переработкой информации и резкими суждениями; г) расторможенным социальным поведением. Уменьшение власти, напротив, ассоциируется с: а) негативным аффектом; б) вниманием к угрозам и наказаниям, к интересам других и к тем характеристикам я, которые отвечают целям других; в) контролируемой переработкой информации и совещательным типом рассуждений; г) подавленным социальным поведением. Обсуждаются также последствия этих паттернов поведения, связанных с властью, и потенциальные модераторы.