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.

Journal Impact as a Diffusion Process: A Conceptualization and the Case of the Journal of Management Studies

Abstract: While the question of what makes a journal impactful continues to draw scholarly attention and debate, the lack of conceptual foundation as to what journal impact represents, and how it manifests itself, has impeded efforts to establish a richer understanding. Drawing from the theory of innovation diffusion, we propose journal impact as a multidimensional concept manifested most prominently in the magnitude, prestige, breadth, dispersion, and duration dynamics of citations accruing to a journal. In doing so, we complement extant representations of journal impact as a unidimensional concept with insights into the pattern and profile of a journal impact across space and time. We illustrate the multidimensionality of journal impact as a diffusion process in a longitudinal analysis of citation patterns at the Journal of Management Studies over a 40-year period.

Managing potential and realized absorptive capacity: antecedents and consequences

Abstract: A brief abstract This study examines how business units manage the ratio of realized to potential absorptive capacity and reveals how absorptive capacity drives performance differences. Results from 462 business units within 150 branches show that cross-functional interfaces, participation and job-rotation especially enhance a unit's potential absorptive capacity. Formalization and socialization tactics particularly develop a unit's realized absorptive capacity. Regarding consequences of absorptive capacity, our findings show that superior financial performance originates from a unit's ability to nurture and harvest potential absorptive capacity. Moreover, our study suggests that potential and realized absorptive capacity have different roles in enabling explorative and exploitative adaptations. Lower ratios of realized to potential absorptive capacity are associated with explorative adaptations, whereas higher ratios are related to exploitative adaptations. In this regard, our study shows how managing potential and realized absorptive capacity provides sources of sustainable competitive advantage. JEL Code(s)– M10 2 INTRODUCTION The increasing turbulence of the business environment has focused attention on knowledge as the dominant source of competitive advantage (Grant, 1996; Kogut & Zander, 1992). To survive external selection pressures, firms should recognize new outside knowledge, assimilate it, and apply it to commercial ends. This dynamic capability, referred to as absorptive capacity (Cohen & Levinthal, 1990), is seen as a promising explanation of innovation capacity clarifies how firms cope with the competitive landscape by mediating explorative and The last decade has witnessed a proliferation of contributions to the concept of absorptive capacity. Empirical studies have applied the concept to units, firms, and dyads. Conceptually, Zahra & George (2002) have introduced a 'dynamic capabilities' perspective of absorptive capacity and have substantiated between potential and realized absorptive capacity. Potential absorptive capacity (PACAP) enables a unit's receptiveness to external knowledge and captures a unit's ability to acquire, analyze, interpret, and understand new external knowledge. On the other hand, realized absorptive capacity (RACAP) reflects a unit's capacity to transform and exploit new and existing knowledge by incorporating it into its operations. The distinction highlights the separate, but complementary roles of both subsets of absorptive capacity. Moreover, it enables the examination how units develop competitive advantages by managing the efficiency factor of absorptive capacity – the ratio of realized absorptive capacity to potential absorptive capacity (Zahra & George, 2002). 3 Despite various theoretical and empirical contributions, few have captured the richness and multidimensionality of the concept of absorptive capacity (Zahra & George, 2002). Recent research has only started …

Contextualizing Senior Executive Advice Seeking: The Role of Decision Process Comprehensiveness and Empowerment Climate

Abstract: Senior executives can seek advice both inside and outside the boundaries of the organization and that can affect the choices made and the overall direction of the organization. Perceived environmen...

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.