Exploring an Extension to the Foresight Measure: A Mixed-Mode Study of Individual Managerial Employees
01 Aug 2021-IEEE Transactions on Engineering Management (Institute of Electrical and Electronics Engineers (IEEE))-Vol. 68, Iss: 4, pp 982-998
TL;DR: This paper uses a five-stage mixed-mode process to propose an extended foresight measure and has implications for research on the individual aspect of microfoundations of capability building, organizational measures development, and foresight literature.
Abstract: Foresight is the ability to visualize alternate futures and shape the direction of future events. Generally considered as an organizational capability, foresight can be the basis of sustained competitive advantage, and needs to be fostered by enabling employees to acquire, assimilate, and analyze information with a future orientation. However, research on what constitutes foresight at the employee (i.e., individual) level is sparse. This paper fills this gap by using a five-stage mixed-mode process to propose an extended foresight measure. This paper has implications for research on the individual aspect of microfoundations of capability building, organizational measures development, and foresight literature.
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01 Jan 2016
TL;DR: For example, the authors found that people search numerous times for their chosen books like this culture leadership and organizations the globe study of 62 societies, but end up in infectious downloads, instead of reading a good book with a cup of tea in the afternoon, instead they juggled with some infectious virus inside their desktop computer.
Abstract: Thank you for reading culture leadership and organizations the globe study of 62 societies. Maybe you have knowledge that, people have search numerous times for their chosen books like this culture leadership and organizations the globe study of 62 societies, but end up in infectious downloads. Rather than reading a good book with a cup of tea in the afternoon, instead they juggled with some infectious virus inside their desktop computer.
459 citations
TL;DR: In this article , the authors examined how mother and child hospital (RSIA) Type C performance in East Java with a population of 67 owners is affected by organizational competency, external networking, entrepreneurism, competitive advantage, and corporate social responsibility (CSR).
Abstract: This study aims to examine how Mother and Child Hospital (RSIA) Type C performance in East Java with a population of 67 owners is affected by organizational competency, external networking, entrepreneurism, competitive advantage, and corporate social responsibility (CSR). The results of the eight hypotheses using partial least squares (PLS) are as follows: 1) Organizational ability has a big and favorable impact on business performance. The hypothesis has been accepted. 2) The external network has a small but positive impact on company performance. 3) Entrepreneurial mindset has a favorable and significant impact on business performance. The hypothesis has been accepted. 4) Competitive Advantage is influenced by organizational capability in a favorable and meaningful way. The hypothesis has been accepted. 5) External networking contributes to competitive advantage in a positive and important way. The hypothesis has been accepted. 6) Entrepreneurial orientation affects competitive advantage in a favorable and important way. The hypothesis has been accepted. 7) Competitive advantage has a major and favorable impact on business performance. The hypothesis has been accepted. 8) Competitive advantage has little effect on Corporate Performance when CSR is regulated. The hypothesis was disproved.
1 citations
TL;DR: In this paper , a systematic literature review was conducted on research papers published between 2000 and 2022 using a hybrid methodology that included bibliometric and content analysis, and the authors suggested that this line of research can be divided into three stages.
Abstract: PurposeMicrofoundations have become an effective approach for capability scholars to explore the heterogeneity of organizational results. Since the early pioneering work of scholars such as Felin and Foss, the microfoundations of strategic organization had not been extensively studied until 2010. The theoretical and empirical literature associated with the microfoundations of dynamic capabilities has developed rapidly. However, the diversity and fragmentation of micro-elements lead to a lack of a relatively consistent understanding of microfoundations, the study purpose is to aggregate the associated scattered terminology into a cohesive discussion.Design/methodology/approachA systematic literature review was conducted on research papers published between 2000 and 2022 using a hybrid methodology that included bibliometric and content analysis.FindingsThe authors suggest that this line of research can be divided into three stages. The study further develop a framework delineating the main components and mechanism involved in the microfoundations of dynamic capabilities, which in turn help us distill research gaps and opportunities for future work.Originality/valueThe authors construct a framework that can serve as a coherent research platform for further knowledge development. In the framework, the authors highlight that the research of group constructs, culture and leadership, data-driven topics are valuable for our understanding of the microfoundations of dynamics capabilities.
References
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TL;DR: In this paper, a nonlinear, inverse U-shaped moderation is proposed, implying that the relationship between dynamic capabilities and competitive advantage is strongest under intermediate levels of dynamism but comparatively weaker when dynamism is low or high.
Abstract: This article suggests that dynamic capabilities can give the firm competitive advantage, but this effect is contingent on the level of dynamism of the firm's external environment. A nonlinear, inverse U-shaped moderation is proposed, implying that the relationship between dynamic capabilities and competitive advantage is strongest under intermediate levels of dynamism but comparatively weaker when dynamism is low or high. This proposition is tested using data on alliance management capability and new product development capability, two specific dynamic capabilities widely recognized in prior research. Results based on longitudinal key informant data from 279 firms support the account that these dynamic capabilities are more strongly associated with competitive advantage in moderately dynamic than in stable or highly dynamic environments.
760 citations
Book•
19 Nov 2018
TL;DR: The Reviewer's Guide to Quantitative Methods in the Social Sciences as mentioned in this paper is a collection of thirty-one uniquely structured chapters covering both traditional and emerging methods of quantitative data analysis, which neither junior nor veteran reviewers can be expected to know in detail.
Abstract: The Reviewer’s Guide to Quantitative Methods in the Social Sciences is designed for evaluators of research manuscripts and proposals in the social and behavioral sciences, and beyond. Its thirty-one uniquely structured chapters cover both traditional and emerging methods of quantitative data analysis, which neither junior nor veteran reviewers can be expected to know in detail. The book updates readers on each technique’s key principles, appropriate usage, underlying assumptions, and limitations. It thereby assists reviewers to offer constructive commentary on works they evaluate, and also serves as an indispensable author’s reference for preparing sound research manuscripts and proposals.
Key features include:
The chapters cover virtually all of the popular classic and emerging quantitative techniques, thus helping reviewers to evaluate a manuscript’s methodological approach and its data analysis. In addition, the volume serves as an indispensable reference tool for those designing their own research.
For ease of use, all chapters follow the same structure:
the opening page of each chapter defines and explains the purpose of that statistical method
the next one or two pages provide a table listing various criteria that should be considered when evaluating and applying that methodological approach to data analysis
the remainder of each chapter contains numbered sections corresponding to the numbered criteria listed in the opening table. Each section explains the role and importance of that particular criterion.
Chapters are written by methodological and applied scholars who are expert in the particular quantitative method being reviewed.
754 citations
TL;DR: In this paper, the 4I framework of organizational learning is used to examine the phenomenon of strategic renewal at Canada Post Corporation (CPC) and illustrates the underlying processes that form the tension between exploration and exploitation, demonstrating why strategic renewal is so challenging.
Abstract: This paper attempts to fill an important gap in the integration of strategy and organizational learning through empirical research that examines the process of strategic renewal using a comprehensive framework of organizational learning. The 4I framework of organizational learning is used to examine the phenomenon of strategic renewal at Canada Post Corporation (CPC). The study illustrates the underlying processes that form the tension between exploration and exploitation, demonstrating why strategic renewal is so challenging. Furthermore, it challenges assumptions about organizational learning, suggesting that we need to demystify organizational learning by removing the halo that surrounds it. Copyright © 2003 John Wiley & Sons, Ltd.
666 citations
"Exploring an Extension to the Fores..." refers background or result in this paper
..., [9] and [12]), by appealing to three theoretical bodies of literature, namely learning [17], [53], cognition [4], [5], and temporal orientation [35], [50])....
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...For example, to keep our extension simple, in line with some of the literature on interpretation, integration, accumulation, and monitoring [17], [53], [80], [81],...
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...Second, organizational learning [11], [15], [17], [19], [21], [53], which highlights the role of individual cognition and the importance of acquiring, assimilating, and applying new information....
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TL;DR: A model of strategic risk taking incorporating environmental, industrial, organizational, decision maker, and problem variables is presented in this article, which is intended to be both a preliminary conceptualization of risk taking and a stimulant for future research on risk taking in strategic management decisions.
Abstract: A model of strategic risk taking incorporating environmental, industrial, organizational, decision maker, and problem variables is presented. The model is intended to be both a preliminary conceptualization of strategic risk taking and a stimulant for future research on risk taking in strategic management decisions. Relevant research from a number of disciplines is summarized, and the potential impacts of particular variables on the propensity to take strategic risks are examined.
656 citations
"Exploring an Extension to the Fores..." refers background in this paper
...choices by employees far down in hierarchy [108], and of an employee’s ability to identify and analyze goals and plans [20] using available information to address future-oriented...
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TL;DR: Willingness to cannibalize, constructive conflict, scanning, and slack have contemporaneous effects, while scanning also has a lagged effect and slack has a U‐shaped lagging effect on marketing and R&D second‐order competences.
Abstract: According to dynamic capability theory, some firms are better able than others at altering their resource base by adding, reconfiguring, and deleting resources or competences. This study focuses on the first form of dynamic capability: the competence to build new competences. Two such second-order competences are studied: the ability to explore new markets and the ability to explore new technologies—referred to as marketing and R&D second-order competences, respectively. Using two wave panel data on a sample of U.S. public manufacturing firms, five organizational antecedents of these second-order competences are examined: willingness to cannibalize, constructive conflict, tolerance for failure, environmental scanning, and resource slack. Willingness to cannibalize, constructive conflict, scanning, and slack have contemporaneous effects, while scanning also has a lagged effect and slack has a U-shaped lagged effect on marketing and R&D second-order competences. Copyright © 2008 John Wiley & Sons, Ltd.
645 citations
"Exploring an Extension to the Fores..." refers background in this paper
...At the individual level, information acquisition, which is seen as an antecedent of organizational competency [113], becomes an important conduit for learning and preparing for future strategic action [64]....
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