It’s about Time! CEOs’ Temporal Dispositions, Temporal Leadership, and Corporate Entrepreneurship
01 Mar 2017-Administrative Science Quarterly (SAGE Publications)-Vol. 62, Iss: 1, pp 0001839216663504
TL;DR: Wang et al. as mentioned in this paper found that CEOs' time urgency is positively related to their temporal leadership, which in turn is positively associated with corporate entrepreneurship, a key strategic behavior.
Abstract: How CEOs think and feel about time may have a big influence on their firms’ strategies. We examine how two distinct CEO temporal dispositions—time urgency (the feeling of being chronically hurried) and pacing style (one’s pattern of effort over time in working toward deadlines)—each influence corporate entrepreneurship, a key strategic behavior. We propose that CEOs’ temporal leadership—how they manage the temporal aspects of top management teams’ activities—mediates the relationships between their temporal dispositions and corporate entrepreneurship—firms’ innovation, corporate venturing, and strategic renewal activities. Using a sample of 129 small and medium-sized Chinese firms, we find that CEOs’ time urgency is positively related to their temporal leadership, which in turn is positively related to corporate entrepreneurship. We also examine the effects of three distinct pacing styles: early-action, meaning the CEO exerts the most effort early in the task process and relaxes as the deadline nears; ste...
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TL;DR: Research on the topic of entrepreneurial orientation (EO) continues to proliferate as mentioned in this paper, and the conceptualization and measurement of this construct are matters of ongoing discussion and debate, as discussed in this paper.
Abstract: Research on the topic of entrepreneurial orientation (EO) continues to proliferate. Nonetheless, the conceptualization and measurement of this construct are matters of ongoing discussion and debate...
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TL;DR: In this article, the authors systematically review 58 peer-reviewed studies published between 2001 and 2019, dealing with different aspects of digital transformation, and develop inductive thematic maps which identify technology and actor as the two aggregate dimensions of digital transformations.
Abstract: In the last years, scholarly attention was on a steady rise leading to a significant increase in the number of papers addressing different technological and organizational aspects of digital transformation. In this paper, we consolidate existing findings which mainly stem from the literature of information systems, map the territory by sharing important macro- and micro-level observations, and propose future research opportunities for this pervasive field. The paper systematically reviews 58 peer-reviewed studies published between 2001 and 2019, dealing with different aspects of digital transformation. Emerging from our review, we develop inductive thematic maps which identify technology and actor as the two aggregate dimensions of digital transformation. For each dimension, we derive further units of analysis (nine core themes in total) which help to disentangle the particularities of digital transformation processes and thereby emphasize the most influential and unique antecedents and consequences. In a second step, in order to assist in breaking down disciplinary silos and strengthen the management perspective, we supplement the resulting state-of-the-art of digital transformation by integrating cross-disciplinary contributions from reviewing 28 papers on technological disruption and 32 papers on corporate entrepreneurship. The review reveals that certain aspects, such as the pace of transformation, the culture and work environment, or the middle management perspective are significantly underdeveloped.
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TL;DR: In this paper, a review of the existing body of knowledge on strategic change through a time lens is presented, with a focus on the temporal components of strategic change, including actors, emotionality, tools and practices, complexity, and tensions.
Abstract: In ever-changing environments, strategic change manifests as a crucial concern for firms and is thus central to the fields ofmanagement and strategy. Common and foundational to
all strategic change research is time—whether recognized in the extant studies or not. In this article, we critically review the existing body of knowledge through a time lens. We organize this review along (1) conceptions of time in strategic change, (2) time and strategic change activities, and (3) time and strategic change agents. This approach facilitates our assessment of what scholars do and do not know about strategic change, especially its temporal components. Our review has particularly revealed a need to advance scholarly understanding about the processual dynamics of strategic change. We thus extend our assessment by proposing six pathways for advancing future research on strategic change that aim at fostering an understanding of its processual dynamics: (1) temporality, (2) actors, (3) emotionality, (4) tools and practices, (5) complexity, and (6) tensions.
162 citations
Cites background from "It’s about Time! CEOs’ Temporal Dis..."
...In a recent survey study of managers in Chinese SMEs, Chen and Nadkarni (2017), explored how CEOs’ temporal leadership mediated the relationship between their temporal dispositions, including urgency, and their firms’ innovation, corporate venturing, and strategic renewal activities, all of which…...
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...To illustrate, Chen and Nadkarni (2017) studied how CEOs’ temporal leadership mediated the relationship between their temporal dispositions, including their pacing style and their firms’ activities in regard to innovation, corporate venturing, and strategic renewal....
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...In a recent survey study of managers in Chinese SMEs, Chen and Nadkarni (2017), explored how CEOs’ temporal leadership mediated the relationship between their temporal dispositions, including urgency, and their firms’ innovation, corporate venturing, and strategic renewal activities, all of which impact on strategic change....
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...Others have also discussed early action pacing styles that concentrate effort early in task execution (e.g., Chen & Nadkarni, 2017)....
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...For example, a select group of studies (Amis et al., 2004; Bergh & Lim, 2008; Chen & Nadkarni, 2017; Herrmann & Nadkarni, 2014; Klarner & Raisch, 2013; Mohammed & Nadkarni, 2011; Nadkarni & Chen, 2014; Nadkarni et al., 2016; Nadkarni & Narayanani, 2007) explicitly refer to at least one time-theory…...
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TL;DR: In this article, Hambrick and Mason's upper echelons theory (UET) stands as one of the most influential perspectives in management research, but as the literature and its attendant re...
123 citations
TL;DR: In this paper, the authors present a review of the role-theory specifications of the CEO-TMT interface and provide a critique of the strengths and boundaries of each, and chart directions toward an integrated multi-role understanding of the TMT interface in strategic leadership.
Abstract: The CEO-TMT interface, defined as the linkage and interaction between the CEO and other top managers, has received increasing attention from scholars in different disciplines. This stream of research aims to unveil how CEOs and other executives interact with one another, influence each other, and become involved in collective activities that shape the fate of organizations. Yet, despite the burgeoning interest in this area, extant CEO-TMT research is characterized by various and disconnected assumptions about the interfacing roles through which CEOs and TMTs exercise strategic leadership. Drawing on role theory, we review extant CEO-TMT interface research in different disciplines, and systematically organize the various CEO-TMT role assumptions into three role-theory specifications: functionalism, social-interactionism, and structuralism. In taking stock of the three role specifications, we provide a critique of the strengths and boundaries of each, and chart directions toward an integrated ‘multi-role’ understanding of the CEO-TMT interface in strategic leadership.
72 citations
References
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TL;DR: This article seeks to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating the many ways in which moderators and mediators differ, and delineates the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena.
Abstract: In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators.
80,095 citations
"It’s about Time! CEOs’ Temporal Dis..." refers methods in this paper
...We tested the mediation hypotheses (H4a and H4b) by using the three requirements outlined by Baron and Kenny (1986): (1) the independent variables (CEOs’ time urgency, CEOs’ pacing style squared) should relate to corporate entrepreneurship, (2) the independent variables (CEOs’ time urgency, CEOs’…...
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TL;DR: The extent to which method biases influence behavioral research results is examined, potential sources of method biases are identified, the cognitive processes through which method bias influence responses to measures are discussed, the many different procedural and statistical techniques that can be used to control method biases is evaluated, and recommendations for how to select appropriate procedural and Statistical remedies are provided.
Abstract: Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
52,531 citations
"It’s about Time! CEOs’ Temporal Dis..." refers methods in this paper
...Using multiple key informants and the temporal separation allowed us to avoid common method bias and strengthened the inference of directionality in the relationship between CEOs’ temporal disposition and firms’ corporate entrepreneurship (Podsakoff et al., 2003)....
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Book•
06 May 2013
TL;DR: In this paper, the authors present a discussion of whether, if, how, and when a moderate mediator can be used to moderate another variable's effect in a conditional process analysis.
Abstract: I. FUNDAMENTAL CONCEPTS 1. Introduction 1.1. A Scientist in Training 1.2. Questions of Whether, If, How, and When 1.3. Conditional Process Analysis 1.4. Correlation, Causality, and Statistical Modeling 1.5. Statistical Software 1.6. Overview of this Book 1.7. Chapter Summary 2. Simple Linear Regression 2.1. Correlation and Prediction 2.2. The Simple Linear Regression Equation 2.3. Statistical Inference 2.4. Assumptions for Interpretation and Statistical Inference 2.5. Chapter Summary 3. Multiple Linear Regression 3.1. The Multiple Linear Regression Equation 3.2. Partial Association and Statistical Control 3.3. Statistical Inference in Multiple Regression 3.4. Statistical and Conceptual Diagrams 3.5. Chapter Summary II. MEDIATION ANALYSIS 4. The Simple Mediation Model 4.1. The Simple Mediation Model 4.2. Estimation of the Direct, Indirect, and Total Effects of X 4.3. Example with Dichotomous X: The Influence of Presumed Media Influence 4.4. Statistical Inference 4.5. An Example with Continuous X: Economic Stress among Small Business Owners 4.6. Chapter Summary 5. Multiple Mediator Models 5.1. The Parallel Multiple Mediator Model 5.2. Example Using the Presumed Media Influence Study 5.3. Statistical Inference 5.4. The Serial Multiple Mediator Model 5.5. Complementarity and Competition among Mediators 5.6. OLS Regression versus Structural Equation Modeling 5.7. Chapter Summary III. MODERATION ANALYSIS 6. Miscellaneous Topics in Mediation Analysis 6.1. What About Baron and Kenny? 6.2. Confounding and Causal Order 6.3. Effect Size 6.4. Multiple Xs or Ys: Analyze Separately or Simultaneously? 6.5. Reporting a Mediation Analysis 6.6. Chapter Summary 7. Fundamentals of Moderation Analysis 7.1. Conditional and Unconditional Effects 7.2. An Example: Sex Discrimination in the Workplace 7.3. Visualizing Moderation 7.4. Probing an Interaction 7.5. Chapter Summary 8. Extending Moderation Analysis Principles 8.1. Moderation Involving a Dichotomous Moderator 8.2. Interaction between Two Quantitative Variables 8.3. Hierarchical versus Simultaneous Variable Entry 8.4. The Equivalence between Moderated Regression Analysis and a 2 x 2 Factorial Analysis of Variance 8.5. Chapter Summary 9. Miscellaneous Topics in Moderation Analysis 9.1. Truths and Myths about Mean Centering 9.2. The Estimation and Interpretation of Standardized Regression Coefficients in a Moderation Analysis 9.3. Artificial Categorization and Subgroups Analysis 9.4. More Than One Moderator 9.5. Reporting a Moderation Analysis 9.6. Chapter Summary IV. CONDITIONAL PROCESS ANALYSIS 10. Conditional Process Analysis 10.1. Examples of Conditional Process Models in the Literature 10.2. Conditional Direct and Indirect Effects 10.3. Example: Hiding Your Feelings from Your Work Team 10.4. Statistical Inference 10.5. Conditional Process Analysis in PROCESS 10.6. Chapter Summary 11. Further Examples of Conditional Process Analysis 11.1. Revisiting the Sexual Discrimination Study 11.2. Moderation of the Direct and Indirect Effects in a Conditional Process Model 11.3. Visualizing the Direct and Indirect Effects 11.4. Mediated Moderation 11.5. Chapter Summary 12. Miscellaneous Topics in Conditional Process Analysis 12.1. A Strategy for Approaching Your Analysis 12.2. Can a Variable Simultaneously Mediate and Moderate Another Variable's Effect? 12.3. Comparing Conditional Indirect Effects and a Formal Test of Moderated Mediation 12.4. The Pitfalls of Subgroups Analysis 12.5. Writing about Conditional Process Modeling 12.6. Chapter Summary Appendix A. Using PROCESS Appendix B. Monte Carlo Confidence Intervals in SPSS and SAS
26,144 citations
"It’s about Time! CEOs’ Temporal Dis..." refers methods in this paper
...We adopted Hayes’ (2013) SPSS macro ‘‘PROCESS’’ to assess the indirect effects of CEOs’ time urgency on corporate entrepreneurship through CEOs’ temporal leadership....
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TL;DR: It is argued the importance of directly testing the significance of indirect effects and provided SPSS and SAS macros that facilitate estimation of the indirect effect with a normal theory approach and a bootstrap approach to obtaining confidence intervals to enhance the frequency of formal mediation tests in the psychology literature.
Abstract: Researchers often conduct mediation analysis in order to indirectly assess the effect of a proposed cause on some outcome through a proposed mediator. The utility of mediation analysis stems from its ability to go beyond the merely descriptive to a more functional understanding of the relationships among variables. A necessary component of mediation is a statistically and practically significant indirect effect. Although mediation hypotheses are frequently explored in psychological research, formal significance tests of indirect effects are rarely conducted. After a brief overview of mediation, we argue the importance of directly testing the significance of indirect effects and provide SPSS and SAS macros that facilitate estimation of the indirect effect with a normal theory approach and a bootstrap approach to obtaining confidence intervals, as well as the traditional approach advocated by Baron and Kenny (1986). We hope that this discussion and the macros will enhance the frequency of formal mediation tests in the psychology literature. Electronic copies of these macros may be downloaded from the Psychonomic Society's Web archive at www.psychonomic.org/archive/.
15,041 citations
"It’s about Time! CEOs’ Temporal Dis..." refers background or methods in this paper
...’’ Indeed, because the indirect effect is the product of two parameters, the sampling distribution of products is skewed, with nonzero kurtosis, and the assumption of normal distribution is difficult to justify (Preacher and Hayes, 2004)....
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...To overcome the limitations of the Sobel test, Preacher and Hayes (2004) introduced the bootstrapping test of the indirect effect, which does not impose the assumption of normality of the sampling distribution....
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...Indeed, because the indirect effect is the product of two parameters, the sampling distribution of products is skewed, with nonzero kurtosis, and the assumption of normal distribution is difficult to justify (Preacher and Hayes, 2004)....
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TL;DR: In this article, multiple regression is used to test and interpret multiple regression interactions in the context of multiple-agent networks. But it is not suitable for single-agent systems, as discussed in this paper.
Abstract: (1994). Multiple Regression: Testing and Interpreting Interactions. Journal of the Operational Research Society: Vol. 45, No. 1, pp. 119-120.
13,068 citations
"It’s about Time! CEOs’ Temporal Dis..." refers methods in this paper
...We tested the hypotheses using the stepwise hierarchical regression approach (Aiken and West, 1991)....
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