Impact of top management leadership styles on ERP assimilation and the role of organizational learning

2017 ◽  
Vol 54 (7) ◽  
pp. 902-919 ◽  
Author(s):  
Zhen Shao ◽  
Yuqiang Feng ◽  
Qing Hu
Keyword(s):  
Organizational Learning ◽  
Leadership Styles ◽  
Top Management ◽  
Management Leadership

The role of top management support and organizational capabilities in achieving e-business entrepreneurship

Kybernetes ◽  
2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khaled Saleh Al-Omoush
Keyword(s):  
Organizational Learning ◽  
Organizational Capabilities ◽  
Pivotal Role ◽  
Top Management ◽  
Management Support ◽  
Organizational Agility ◽  
Content Type ◽  
Top Management Support ◽  
The Impact

Purpose The purpose of this study is to investigate the role of top management support and organizational capabilities in achieving e-business entrepreneurship. Design/methodology/approach Data were collected through a self-administered questionnaire from 26 manufacturing firms with a sample of 282 respondents. Data were analyzed using SmartPLS. Findings The results show a significant impact of top management support on e-business entrepreneurship. The findings also show a direct impact of organizational capabilities, involving organizational agility and organizational learning on the e-business entrepreneurship. Moreover, the results of the study highlight the pivotal role of top management in preparing an organizational environment that fosters organizational learning and organizational agility capabilities to establish e-business entrepreneurship. Originality/value This study contributes to the body of knowledge and understanding of e-business entrepreneurship and the pivotal role of top management support in today’s very dynamic environment. Furthermore, the present study offers new insights into the impact of organizational capabilities on establishing e-business entrepreneurship.

scholarly journals THE ROLE OF LEADERSHIP STYLES AND ORGANIZATIONAL LEARNING CAPABILITY ON FIRM PERFORMANCE

2015 ◽  
Vol 1 (9) ◽  
pp. 110-110
Author(s):  
Salih Zeki IMAMOGLU ◽  
Huseyin INCE ◽  
Halit KESKIN ◽  
Mehmet Ali KARAKOSE ◽  
Ebru GOZUKARA
Keyword(s):  
Organizational Learning ◽  
Firm Performance ◽  
Leadership Styles ◽  
Learning Capability

Exploring the role of exploration/exploitation and strategic leadership in organizational learning

2019 ◽  
Vol 11 (3) ◽  
pp. 409-423
Author(s):  
Muhammad Asif
Keyword(s):  
Organizational Learning ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Group Learning ◽  
Strategic Leadership ◽  
Individual Group ◽  
Content Type ◽  
The Individual ◽  
Exploration Exploitation

Purpose The purpose of this paper is to explore the role of exploration/exploitation strategies in organizational learning and the impact of strategic leadership on the organizational learning process. Design/methodology/approach Based on an extensive review of literature, this paper develops propositions encompassing three key elements: exploration/exploitation, strategic leadership and organizational learning. Findings The propositions inform that tension between exploration and exploitation creates opportunities for organizational learning. Further, leadership styles have a differential effect on the role of exploration/exploitation in organizational learning. Transformational leadership positively impacts the role of exploration in individual and group learning but negatively impacts the role of exploitation in institutionalized learning. Transactional leadership positively impacts the role of exploitation in institutionalized learning but negatively impacts the role of exploration in individual and group learning. The alternate use of transformational and transactional leadership styles can facilitate multilevel organizational learning. Research limitations/implications The propositions are the first step toward the development of a theory of exploration/exploitation–organizational learning–strategic leadership. For practitioners, this paper elaborates the role of exploration/exploitation and strategic leadership in multilevel organizational learning. The paper also informs about those leadership styles that are counterproductive in the individual/group and institutionalized learning. Originality/value This paper is novel in its contribution because exploration/exploitation, organizational learning and strategic leadership have not been discussed in a unified framework in the previous studies. Further, whereas previous studies discuss “organizational learning” mainly as an organizational-level construct, this paper discusses organizational learning at the individual, group and organizational levels. A discussion of the individual, group and institutionalized learning furnishes rich insights into organizational learning dynamics.

Strategic leadership and ambidextrous learning

2020 ◽  
Vol 12 (1) ◽  
pp. 1-14
Author(s):  
Muhammad Asif
Keyword(s):  
Organizational Learning ◽  
Leadership Styles ◽  
Dynamic Capabilities ◽  
Unified Framework ◽  
Content Type ◽  
Knowledge Stocks ◽  
Organic Systems ◽  
Transformational And Transactional Leadership ◽  
Leadership Approaches

Purpose The purpose of this paper is to explore the dynamics of “leadership and organizational learning” process and the factors that shape this process. Building upon the ideas of transformational and transactional leadership (TFL and TAL), explorative – and exploitative – learning (ERL and ETL), dynamic capabilities (DCs) and intellectual capital architecture (ICA), this paper develops a model of organizational learning. The model explains how leadership styles trigger versatile learning, and how DCs and ICA of a firm influence this process. Design/methodology/approach This paper builds upon a systematic review of the literature to develop propositions delineating the complex and poorly understood relationship between leadership styles, organizational learning and the role of DCs and ICA in this process. The paper develops multiple propositions, which together constitute an overarching framework explaining how leadership styles shape organizational learning. Findings Leadership approaches, DCs and ICA of a firm all have a differential effect on ERL and ETL. TFL and TAL promote ERL and ETL, respectively. The presence of DCs facilitates the effect of TFL in supporting ERL but negatively influences the role of TAL in ETL. The effect of ICA is discussed in terms of knowledge stocks (generalist vs specialist), social architecture (entrepreneurial vs cooperative) and organizational capital (organic vs mechanistic). The generalist knowledge facilitates TFL → ERL, while the specialist knowledge facilitates TAL → ETL path. Entrepreneurial architectures are suitable for TFL → ERL, while cooperative structures promote TAL → ETL trajectory. Finally, organic systems facilitate TFL → ERL, while the mechanistic systems promote TAL → ETL. Originality/value The key contribution of the paper is in developing a model furnishing profound insights into leadership approaches and organizational learning and the role of two critical factors. To the best of the author’s knowledge, these aspects have not been discussed in a unified framework in the previous studies. Hence, the paper is novel in its contribution.

scholarly journals Sustainability and Economic Performance: Role of Organizational Learning and Innovation

2020 ◽  
Vol 31 (1) ◽  
pp. 93-103 ◽  
Author(s):  
Yuriy Bilan ◽  
Hafezali Iqbal Hussain ◽  
Muhammad Haseeb ◽  
Sebastian Kot
Keyword(s):  
Corporate Governance ◽  
Organizational Learning ◽  
Leadership Styles ◽  
Missing Values ◽  
Sampling Technique ◽  
Final Analysis ◽  
Organizational Capabilities ◽  
Cross Sectional ◽  
Innovative Culture

The purpose of the current study is to examine the mediating role of organizational learning on a firm’s capabilities, corporate governance, leadership styles, and the firm’s sustainability. Moreover, the innovative culture used as a moderating variable between organizational learning and the firm’s sustainability. Data were collected from manufacturing organizations operating in Malaysia. This study used simple random sampling technique in data collection. Cross-sectional design and correlational design were used in meeting the objectives of the research. There were 550 questionnaires distributed among respondents,and only 382 questionnaires were returned back, 15 questionnaires were excluded from the 382 questionnaires because of misleading and missing values. Hence, in the final analysis, only 367 questionnaires were used. Findings reveal that organizational capabilities and corporate governance significantly enhance both organizational learning and a firm’s sustainability. Moreover, leadership styles significantly enhance organizational learning but have no influence on a firm’s sustainability. Organizational learning significantly mediates between organizational capabilities, corporate governance, leadership styles, and the firm’s sustainability. Organizational learning also has a significant influence on the firm’s sustainability. Finally, innovative culture significantly moderates between organizational learning and the firm’s sustainability. The practical contribution of this research is that the top management can focus on these indicators in measuring firm’s sustainability.

Top Management Leadership and Influence on Innovation: The Role of Sociocultural Context

2005 ◽  
Vol 31 (3) ◽  
pp. 381-402 ◽  
Author(s):  
Detelin S. Elenkov ◽  
Ivan M. Manev
Keyword(s):  
Cultural Context ◽  
Organizational Innovation ◽  
Top Management ◽  
Management Innovation ◽  
Sociocultural Context ◽  
Top Managers ◽  
Management Leadership ◽  
Relationship Of ◽  
The Relationship

This study proposes and tests a model for top-management influence on innovations. Three research questions are addressed: Is top managers’ influence on innovation a function of their leadership? Does socio-cultural context directly affect leadership? and, Does sociocultural context moderate the relationship of leadership with top-management influence on innovation? These questions are investigated with data from 12 European countries. The results show that leadership factors have strong effects on top-management innovation influence. In support of the culture-specific view of leadership, sociocultural context directly influences leadership and moderates its relationship with organizational innovation.

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