Managing an ambidextrous organization: balancing innovation and efficiency

2016 ◽  
Vol 32 (10) ◽  
pp. 35-37 ◽  
Author(s):  
Sabyasachi Sinha
Keyword(s):  
Design Methodology ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Organizational Ambidexterity ◽  
Content Type ◽  
Innovation Activities ◽  
Start Up ◽  
Portfolio Approach ◽  
Practical Implications

Purpose This paper aims to discuss the concept of organizational ambidexterity and how to manage the process of becoming and being an ambidextrous organization. Design/methodology/approach This paper presents the insights drawn from a set of in-depth case studies on managing organizational ambidexterity. Findings Organizational ambidexterity is facilitated by an ambidextrous top-management team, and some of the mechanisms used to balance organizational ambidexterity are ambidextrous posturing of the top management, having innovation and efficiency champions across the hierarchy, adopting a portfolio- approach, and linking efficiency-activities and innovation-activities. Practical implications Practicing managers of both large organizations and start-up firms can use the normative guideline suggested in this paper if they are attempting to balance efficiency and innovation activities. Originality/value This papers provides granular insights on how to manage organizational ambidexterity based on experiences of organizations which have been successful in their attempt to be ambidextrous.

scholarly journals The impact of CEO arrogance on top management team attitudes

2018 ◽  
Vol 30 (6) ◽  
pp. 630-644 ◽  
Author(s):  
Roberta Toscano ◽  
Gavin Price ◽  
Caren Scheepers
Keyword(s):  
Design Method ◽  
Ecological Validity ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Business Simulation ◽  
Content Type ◽  
The Impact ◽  
Method Approach ◽  
Practical Implications

Purpose The purpose of this paper is to test the effects of CEO arrogance on key attitudes of a company’s top management team (TMT). Design/method/approach An experimental design involving a business simulation is used to test the effects of a CEO’s perceived arrogance and humility on the TMT in a boardroom setting. Findings The study finds that, as predicted, arrogant CEOs adversely impacts TMT engagement, cohesiveness, collaboration and consensual decision-making. Thus, the higher the level of CEO arrogance, the lower the levels of positive TMT attitudes. The study intriguingly also finds that CEOs who displayed humility also negatively influenced the attitudes of the TMT. Research limitations/implications The study took place in South Africa, which may limit the generalizability of the findings. The use of a laboratory experiment may affect the ecological validity of the findings. Practical implications The results demonstrate that a “Goldilocks” area of neutrality between arrogance and humility should be sought after by CEOs and recruiters of CEOs. If this is impossible, humble CEOs are preferable to arrogant ones. Originality/value This paper empirically demonstrates that arrogant leaders negatively impact their TMT followers in a boardroom environment across a number of attitudes that are keys to the success of effectively managing a corporation. The study also demonstrates that moderation is desired by followers and that CEOs being perceived as overly humble is almost as bad as being perceived as arrogant.

An ideal balance between exploration and exploitation

2019 ◽  
Vol 35 (10) ◽  
pp. 7-9
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Top Management Team ◽  
Business Environment ◽  
Management Team ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Small and medium-sized enterprises (SME's) must be both innovative and efficient in order to compete effectively in today's unpredictable business environment. Building a top management team with members that respectively boast exploration and exploitation tendencies can lead to such firms becoming more ambidextrous and better positioned to successfully meet challenges. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Worldly experience

2018 ◽  
Vol 34 (9) ◽  
pp. 21-23
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Reading Time ◽  
Top Management Team ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings International experience is an invaluable resource for any top management team when they have to conduct strategic decision making. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Examining the pull, the push, and their simultaneous effects on managerial turnover

2020 ◽  
Vol 58 (12) ◽  
pp. 2639-2654 ◽  
Author(s):  
Yoonhee Choi ◽  
Namgyoo K. Park
Keyword(s):  
Top Management Team ◽  
The United States ◽  
Management Team ◽  
Top Management ◽  
Content Type ◽  
Economic Mechanism ◽  
Positive Effects ◽  
Psychological Mechanisms ◽  
Managerial Turnover ◽  
Psychological Mechanism

PurposeThis paper aims to examine the economic and psychological mechanisms in turnover at the managerial level. The paper investigates how (1) the ease of moving posed by alternative jobs (i.e. the economic mechanism) and (2) the desire to move due to low job satisfaction (i.e. the psychological mechanism) simultaneously influence top management team (TMT) turnover and these managers' subsequent job position and pay.Design/methodology/approachUsing 25 years of panel data on more than 2,000 top managers in the United States, the paper utilizes fixed-effects logistic regressions and the ordinary least squares model to test the hypotheses.FindingsThe authors find that CEO awards (an economic mechanism) and low compensation (a psychological mechanism) independently have positive effects on turnover. Turnover due to the economic mechanism leads to a higher position and pay, whereas turnover due to the psychological mechanism does not guarantee the same outcome. Further, when examining how pay dissatisfaction influences turnover simultaneously with CEO awards, the authors find that managers with the highest pay leave their firm, and not those with the lowest pay.Originality/valueThe paper employs the pull-and-push theory in the employee turnover literature and applies it to the top management team literature. By doing so, this paper contributes original insights to how economic and psychological mechanisms simultaneously affect managerial turnover and its subsequent outcomes.

E-procurement in small and medium sized enterprises; facilitators, obstacles and effect on performance

2019 ◽  
Vol 27 (2) ◽  
pp. 839-866
Author(s):  
Cristóbal Sánchez-Rodríguez ◽  
Angel Rafael Martínez-Lorente ◽  
David Hemsworth
Keyword(s):  
Business Performance ◽  
Design Methodology ◽  
Top Management ◽  
Process Performance ◽  
Management Support ◽  
Content Type ◽  
Procurement Process ◽  
Top Management Support ◽  
Strategic Purchasing ◽  
Practical Implications

Purpose The purpose of this paper is to analyze e-procurement in small and medium-sized enterprises (SMEs) and its relationship with top management support, IT obstacles and strategic purchasing and the effect of e-procurement on performance (procurement performance and business performance). Design/methodology/approach The hypotheses were tested using a sample of 199 managers from SMEs in manufacturing. Findings The results indicated a significant relationship between e-procurement in SMEs and top management support, IT obstacles and strategic purchasing. Similarly, the authors found a positive relationship between e-procurement and procurement process performance and business performance. Practical implications The findings stress to SME managers, the need to pay attention to top management support, IT obstacles and strategic purchasing when implementing e-procurement. Similarly, it provides evidence of the benefits of e-procurement on procurement process performance and business performance. Originality/value This study fills a gap in the literature regarding e-procurement in SMEs and its impact on performance. SMEs constitute a significant part of today’s economies and e-procurement can significantly impact the performance of these organizations.

Top management team heterogeneity, corporate social responsibility and firm risk: an emerging country perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Hassan Shakil ◽  
Nor Shaipah Abdul Wahab
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Total Risk ◽  
Firm Risk ◽  
Content Type ◽  
Listed Firms ◽  
Corporate Social

Purpose This study aims to examine the effects of top management team (TMT) heterogeneity and corporate social responsibility (CSR) on the firm risk of Bursa Malaysia listed firms. Also, this study examines the moderating effect of CSR between TMT heterogeneity and firm risk. Design/methodology/approach This study uses panel regression models to test the hypotheses. The sample of this study is Bursa Malaysia non-financial listed firms from 2013 to 2017 with 3,055 observations. Findings This study finds significant effects of TMT age and tenure heterogeneities on total risk. Effects on idiosyncratic risk are evident only within age heterogeneity. Further, this study finds negative effects of CSR on total and idiosyncratic risks. CSR significantly moderates the relationship between total TMT heterogeneity and firm systematic risk. Practical implications This study reduces the literature gap by providing useful insights on the effects of CSR activities and TMT heterogeneity on firm risk. The findings can also provide hints to investors to assist them in assessing firm risk based on TMT heterogeneity and firms’ CSR. This study can also benefit shareholders in their attempts to mitigate the risk of their portfolio by investing in firms that are socially responsible as firms with high CSR suffer lower total and idiosyncratic risks. Originality/value Previous studies have emphasised on the influence of TMT characteristics and CSR on firm performance. However, studies that investigate the effects of TMT heterogeneity and CSR on firm risk are limited in the context of Malaysia.

Thomas Stewart: what leaders need to know about the new design revolution in services

2017 ◽  
Vol 45 (3) ◽  
pp. 16-22
Author(s):  
Brian Leavy
Keyword(s):  
Design Methodology ◽  
Service Design ◽  
Design Strategy ◽  
Harvard Business Review ◽  
Service Firms ◽  
Content Type ◽  
Innovation Activities ◽  
Customer Delight ◽  
Modern Manufacturing ◽  
Practical Implications

Purpose With the growing importance of services in the overall economy, it is surprising that the notion of service firms investing in systematic and dedicated innovation activities has taken so long to materialize. This is now set to change as service firms undertake the kind of research, design and development disciplines which for more than a century have been mainstays of modern manufacturing. Design/methodology/approach S&L interviews the well-known former editor of Harvard Business Review Thomas A. Stewart and his co-author, former BloombergBusinessweek.com editor Patricia O’Connell, in their latest book, Woo, Wow and Win: Service Design, Strategy and the Art of Customer Delight (Harper Business, 2016). They believe we are on the cusp of a “design revolution” in services. Findings The central thesis of their book is that services “should be designed with as much care as products are” and they include service “delivery” in that premise. Practical implications Service design principles offer powerful new ways to address the three basic strategy questions: What do we sell? To whom? And how do we win? Originality/value Service design helps you understand how to configure a set of activities, behaviors and touchpoints–a journey–that allows you to serve that customer well.

The moderating role of previous venture experience on breadth of learning and innovation and the impacts on SME performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kanhaiya K. Sinha ◽  
Chad Saunders ◽  
Simon Raby ◽  
Jim Dewald
Keyword(s):  
Design Methodology ◽  
Leadership Team ◽  
Higher Learning ◽  
Curvilinear Relationship ◽  
Content Type ◽  
Innovation Activities ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

PurposeThe purpose of this paper is to investigate the moderating role of previous venture experience on the relationship between learning breadth and innovation breadth, defined as the range of innovation types within a firm, and the impacts on SME performance.Design/methodology/approachA theoretical model was developed, and hypotheses were tested using step-wise multivariate regressions on survey data from 509 North American SME respondents.FindingsThe results demonstrate that the previous venture experience of a firm's top management plays a key role in enhancing the innovation breadth for a given level of learning breadth. There is a curvilinear relationship between innovation breadth and learning breadth, and increases in innovation breadth lead to increases in firm performance.Practical implicationsThe results indicate that organizations seeking higher performance returns by expanding their breadth of innovations need parallel attention on higher learning breadth in order to adequately capture the value from this broader set of innovations.Originality/valueThe paper contextualizes learning and innovation in the SMEs and argues that the consideration of diversity (breadth) of learning and innovation can help us understand their performance implications across industries. It also extends the effect of previous venture experience (PVE) of the leadership team in explaining performance. Beyond their ability to address external factors, PVE has a moderating effect on the relationship between learning and innovation breadth across the organization. Previous venture experience serves as both a guide and catalyst for investments in learning activities that lead to a broader range of innovation activities across the firm.

scholarly journals The role of innovation narratives in accomplishing organizational ambidexterity

2020 ◽  
pp. 147612701989723 ◽  
Author(s):  
Mairi Maclean ◽  
Charles Harvey ◽  
Benjamin D Golant ◽  
John AA Sillince
Keyword(s):  
Real Time ◽  
Dynamic Process ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Organizational Ambidexterity ◽  
Top Executives ◽  
Exploration Exploitation ◽  
Polyphonic Model

Persistent tensions arising from the exploration–exploitation paradox continuously threaten the accomplishment of organizational ambidexterity. Structural, contextual, and sequential solutions designed to alleviate these tensions dominate the ambidexterity literature. None of these adequately explains how top executives implement tension-alleviating managerial initiatives or how they respond in real time to tension-induced organizational perturbations. In this article, through analysis of top management team speeches at Procter & Gamble over a 15-year period, we show how the construction and communication of four innovation narratives—contextualizing, mutualizing, dramatizing, and focalizing—reduced tensions and enhanced organizational ambidexterity. We demonstrate the importance of top management team reflexivity in devising and communicating performative narratives, illustrate the polyphonic model of narrative strategizing, and present a cyclical model suggesting that the accomplishment of organizational ambidexterity is an ongoing dynamic process.

Top management team international experience and strategic decision-making

2018 ◽  
Vol 26 (1) ◽  
pp. 50-70 ◽  
Author(s):  
Akbar Azam ◽  
Cristina Boari ◽  
Fabiola Bertolotti
Keyword(s):  
Decision Making ◽  
Top Management Team ◽  
Time Frame ◽  
International Experience ◽  
Top Management Teams ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Top Management ◽  
Content Type

Purpose This study aims to explore the influence of top management team international experience on international strategic decision-making rationality and, subsequently, its effect on decision effectiveness (decision performance). Design/methodology/approach This analysis is based on survey data of small- and medium-sized international Pakistani firms operating in the IT industry. Findings Results show that top management team international experience is positively related to international strategic decision-making rationality, and the latter partially mediates the international experience – decision effectiveness relationship. Research limitations/implications The study is based on data collected from a single industry and focuses on an international decision that occurred within a time-frame of previous four years. Practical implications Findings suggest that international firms, when composing their top management teams, should favor the inclusion of internationally experienced managers. Originality/value The study of the influence of international experience on the decision-making process in general and decision-making rationality in particular has been largely neglected in extant literature. This paper highlights one way through which the international experience of the top management team as a whole relates to the effectiveness of international decisions. The paper also advances emergent managerial cognition literature focusing on the top management team and not individual decision makers.

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