Achieving strategic renewal: the multi-level influences of top and middle managers-boundary-spanning
详细信息 查看全文
- 作者：Lotte Glaser ; Sebastian P. L. Fourné ; Tom Elfring
- 关键词：Corporate entrepreneurship ; Strategic renewal ; Exploratory innovation ; Boundary ; spanning ; Role conflict ; Middle managers ; L22 ; L26
- 刊名：Small Business Economics
- 出版年：2015
- 出版时间：August 2015
- 年：2015
- 卷：45
- 期：2
- 页码：305-327
- 全文大小：789 KB
- 参考文献：Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39(5), 1154-184.
Ambos, B., & Schlegelmilch, B. B. (2008). Innovation in multinational firms: Does cultural fit enhance performance? Management International Review, 48(2), 189-06.
Andriopoulos, C., & Lewis, M. W. (2009). Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization Science, 20(4), 696-17.
Ashford, S. J., Blatt, R., & Walle, D. V. (2003). Reflections on the looking glass: A review of research on feedback seeking behavior in organizations. Journal of Management, 29(6), 773-99.
Atuahene-Gima, K., & Murray, J. (2007). Exploratory and exploitative learning in new product development: A social capital perspective in new technology ventures in China. Journal of International Marketing, 15, 1-9.
Bartlett, C. A., & Ghoshal, S. (1995). Changing the role of top management (part 3): Beyond systems to people. Harvard Business Review, 3, 132-43.
Belderbos, R., Faems, D., Leten, B., & Looy, B. V. (2010). Technological activities and their impact on the financial performance of the firm: Exploitation and exploration within and between firms. Journal of Product Innovation Management, 27(6), 869-82.
Benner, M. J., & Tushman, M. L. (2002). Process management and technological innovation: A longitudinal study of the photography and paint industries. Administrative Science Quarterly, 47(4), 676-06.
Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28(2), 238-56.
Bernier, L., & Hafsi, T. (2007). The changing nature of public entrepreneurship. Public Administration Review, 67(3), 488-03.
Birkinshaw, J., & Gupta, K. (2013). Clarifying the distinctive contribution of ambidexterity to the field of organization studies. Academy of Management Perspectives, 27(4), 287-98.
Bogenrieder, I., & Nooteboom, B. (2004). Learning groups: What types are there? Organization Studies, 25(2), 287-14.
Bolino, M. C., & Turnley, W. H. (2005). The personal costs of citizenship behavior: The relationship between individual initiative and role overload, job stress, and work-family conflict. Journal of Applied Psychology, 90(4), 740-48.
Borgatti, S. P., Everett, M. G., & Freeman, L. C. (2002). Ucinet 6 for windows. Harvard, MA: Analytic Technologies.
Borins, S. (2000). Loose cannons and rule breakers, or enterprising leaders? Some evidence about innovative public managers. Public Administration Review, 60(6), 498-07.
Brass, D. J., Galaskiewicz, J., Greve, H. R., & Tsai, W. (2004). Taking stock of networks and organizations: A multilevel perspective. Academy of Management Journal, 47(6), 795-17.
Bryk, A. S., & Raudenbush, S. W. (1992). Hierarchical linear models: Applications and data analysis methods. Newbury Park, CA: Sage.
Burgelman, R. A. (1983). A model of the interaction of strategic behavior, corporate context, and the concept of strategy. Academy of Management Review, 8(1), 61-0.
Burgelman, R. A. (1984). Designs for corporate entrepreneurship in established firms. Stanford: Graduate School of Business, Stanford University.
Burt, R. S. (2004). Structural holes and good ideas. American Journal of Sociology, 110(2), 349-99.
Burt, R. S. (2007). Secondhand brokerage: Evidence on the importance of local structure for managers, bankers, and analysts. Academy of Management Journal, 50(1), 119-48.
Carlile, P. R. (2004). Transferring, translating, and transforming: An integrative framework for managing knowledge across boundaries. Organization Science, 15(5), 555-68.
Carpenter, M. A., Geletkanycz, M. A., & Sanders, W. G. (2004). Upper echelons research revisited: Antecedents, elements, and consequences of top management team composition. Journal of Management, 30(6), 749-78.
Coelho, F., Augusto, M., & Lages, L. F. (2011). Contextual factors and the creativity of frontline employees: The mediating effects of role stress and intrinsic motivation. Journal of Retailing, 87(1), 31-5.
Collins, C. J., & Clark, K. D. (2003). Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of Management Journal, 46(6), 740-51.
Corbett, A. C., & Hmieleski, K. M. (2007). The conflicting cognitions of corporate entrepreneurs. Entrepreneurship Theory and Practice, 31(1), 103-21.
Covin, J., & Miles, M. (2006). Corporate entrepreneurship and the pursuit of competitive advantage. Entrepreneurship Theory and Practice, 23, 47-4.
Cross, R., Nohria, N., & Parker, A. (2002). Six myths about informal networks—And how to overcome them. MIT Sloan Management Review, 43(3), 67-5.
Crossan, M. M., & Apaydin, M. (2010). A multi-dimension - 作者单位：Lotte Glaser (1)
Sebastian P. L. Fourné (2)
Tom Elfring (3)
1. Department of Strategic Management and Entrepreneurship, Rotterdam School of Management, Erasmus University, Burg. Oudlaan 50 (Office T7-44), 3062 PA, Rotterdam, The Netherlands
2. Institute of Management Accounting and Control (IMC), WHU - Otto Beisheim School of Management, Burgplatz 2 (Office D-212), 56179, Vallendar, Germany
3. Faculty of Economics and Business Administration, VU University Amsterdam, De Boelelaan 1105 (Office 3A-28), 1081 HV, Amsterdam, The Netherlands - 刊物类别：Business and Economics
- 刊物主题：Economics
Management
Microeconomics
Entrepreneurship
Industrial Organization - 出版者：Springer Netherlands
- ISSN：1573-0913
文摘
Drawing on corporate entrepreneurship (CE) and social network research, this study focuses on strategic renewal as a form of CE and examines the impact of boundary-spanning at top and middle management levels on business units-exploratory innovation. Analyses of multi-source and multi-level data, collected from 72 top managers (TMs) and 397 middle managers (MMs) operating in 34 units of a multi-national organization, indicate that TMs-boundary-spanning is positively related to units-exploratory innovation, but also has a cascading effect on MMs by increasing their perceived role conflict. MMs-role conflict is negatively related to units-exploratory innovation and thus offsets some of the benefits gained through TMs-boundary-spanning activities. Taking a configurational perspective on social exchanges at multiple levels, we show that role conflict is reduced by overlapping boundary-spanning ties among TMs and MMs. Surprisingly, MMs-boundary-spanning does not relate to exploratory innovation. Our study shows that with regard to boundary-spanning, a top-down approach to CE as strategic renewal may be most effective because TMs play a key role in driving exploratory innovation. However, TMs need to be aware of the cascading social liabilities of their boundary-spanning behavior and ensure MMs develop similar networks. We advance ongoing debates in studies about CE and social networks by providing empirically validated insights into who drives strategic renewal and by uncovering the benefits and costs of social exchanges for strategic renewal. Furthermore, we uncover potential causes of mixed findings in network theory research and highlight a remedy to social liabilities.