An examination of salesperson bricolage during a critical sales disruption: Selling during the Covid-19 pandemic

Epler, Rhett; Leach, Mark

doi:10.1016/j.indmarman.2021.04.002

Cited by 78 publications

(63 citation statements)

References 137 publications

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“…This study elected to explore TMTs and units in Taiwanese manufacturing firms, so the generalizability of the research is limited. Future researchers should examine various workers in different industries or economies (Epler and Leach, 2021; Junni et al , 2020). Second, to reduce the CMV, we already collected multilevel, multisource data and archival objective performance.…”

Section: Discussionmentioning

confidence: 99%

The power of knowledge management: how top management team bricolage boosts ambidexterity and performance

Chang

Tsao

et al. 2022

JKM

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Purpose This paper aims to explore the relationship between top management team bricolage and performance and also examines unit ambidexterity's mediating role. More essentially, to understand the black box of organizational knowledge dynamism, a multilevel moderated mediating model is established by exploring the effects of two firm-level moderators, namely, potential absorptive capacity and realized absorptive capacity. Design/methodology/approach To test the cross-level moderated mediation model, this study used multisource data from 90 R&D units in 45 Taiwanese manufacturing firms through two-wave surveys and retrieving the archival data for assessing unit performance. Findings This study’s evidence revealed that unit-level ambidexterity mediates the effect between firm-level top management teams’ (TMT) bricolage and unit-level performance. This study also found that firm-level potential absorptive capacity positively moderates the effect between firm-level TMT bricolage and unit-level ambidexterity. Moreover, firm-level realized absorptive capacity strengthens the indirect relationships between firm-level TMT bricolage and unit-level performance via unit-level ambidexterity. The findings shed light on how and why TMT bricolage influences unit ambidexterity and performance in knowledge-intensive sectors. Originality/value This paper adds to the existing knowledge-based theory literature by disentangling the association between top management team bricolage and unit performance and identifying the pivotal role of absorptive capacity at both the firm and unit levels.

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Section: Discussionmentioning

confidence: 99%

The power of knowledge management: how top management team bricolage boosts ambidexterity and performance

Chang

Tsao

et al. 2022

JKM

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“…Emerging literature on the subjective view of resource construction posits that firms' value creation hinges on the ability to find heterogeneous value in ostensibly identical resources (Baker & Nelson, 2005; Penrose, 1959). It takes bricolage as a source of value creation under depleted and penurious environments initially (Epler & Leach, 2021; Lévi‐Strauss, 1967; Senyard et al, 2014; Yu et al, 2020) and is regarded as a priority advantage‐seeking tactic for both new and incumbent firms in current research (An et al, 2018; Steffens et al, 2022; Stenholm & Renko, 2016). This can help HPM firms cope with the abovementioned challenges in implementing GM (Kuo, 2017; Sharma & Iyer, 2012).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…For example, wood and lorry gears and other easily accessible resources from a salvage station have been used to develop Danish wind turbines (Garud & Karnøe, 2003). Also, bricolage can facilitate the utilization of knowledge from outside the firm to find heterogeneous value and change the usage of existing resources (Liu et al, 2021; Salunke et al, 2013) or to stimulate the value of an existing resource in a new context to reduce the use of raw materials (Baker & Nelson, 2005; Epler & Leach, 2021). For example, existing domain expertise and resources can be recombined by bricoleurs into new R&D processes for coping with the unavailability of inventors and resources in GM (Banerjee & Campbell, 2009; Garud & Prabhu, 2021).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

“…Third, bricolage can facilitate HPM firms in coping with environmental accidents and emergency situations by improvisation and emergent abilities (Epler & Leach, 2021). Sudden environmental accidents, often amid HPM firm's production and operations (Khan et al, 2021; Yang et al, 2018), can cause serious environmental problems in terms of “water quality, air quality, solid wastes, hazardous wastes and soil pollution” (Lee, 2009, p. 1113; Pinheiro et al, 2022).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

“…Through challenging the objective resource construction view (Barney, 2001), the idea of bricolage, derived from the subjective view of resource construction (An et al, 2018; Baker & Nelson, 2005; Lévi‐Strauss, 1967; Penrose, 1959), is conceptualized as “making do, the refusal to be constrained by limitations … and improvisation through resources at hand” (Baker & Nelson, 2005; p. 686; Senyard et al, 2014) and can facilitate HPM firms in coping with the abovementioned challenges in implementing GM when standard resources are unavailable or traditional solutions are inefficiency (Busch & Barkema, 2021; Steffens et al, 2022). These include making full use of locally available natural resources and low‐cost/free resources (Kuo, 2017), improvising to create novel products from waste products and cope with the crisis (Epler & Leach, 2021), and recombining cross‐industry technologies and knowledge to create new green products (Sharma & Iyer, 2012). Based on the bricolage literature and stakeholder theory (Freeman, 2010), which suggests that a firm's stakeholders (e.g., government, customer, supplier, and community) will jointly influence the decision and implement environmental protection (EP) practice (Doran & Ryan, 2016; Khan et al, 2021; Lee & Kim, 2011), the effects of bricolage in emerging economies also rely on the joint influence of stakeholders, such as the capacity from suppliers and the power from government (e.g., Khan et al, 2021; Pinheiro et al, 2022; Singh et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

How bricolage influences green management in high‐polluting manufacturing firms: The role of stakeholder engagement

Liang

Liu

2022

Bus Strat Env

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As green management (GM) matters not only for firms' competitiveness but also has social and health benefits, both the public and government often expect firms to apply it. However, the current literature fails to provide a detailed explanation of how emerging market firms in high‐polluting manufacturing (HPM) industries deal with challenges when applying GM activities, even though these firms may be a key source of environmental problems. To address this research gap, we draw upon a subjectivist view of resource construction to investigate how and when HPM firms in emerging economies can rely on the tactic of bricolage to boost GM. We tested our research model on a sample of 180 chemical engineering manufacturing firms in China. Our results showed that HPM firms can rely on bricolage to positively implement GM, but its effects depend on the participation of different stakeholders. That is, firms can benefit more from bricolage in implementing GM when their suppliers can provide strong technical support and the moral requirements of the public are high. This study highlights the role of subjective resource construction activities in GM with the help of different stakeholder's participation in emerging economies and provides novel explanations and policy implications for this emerging phenomenon.

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The impact of transformational leadership on supplier relational stability: The moderating role of automation and globalization

Hiebl

Pielsticker

2022

Bus Strat Env

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Stable relationships with suppliers have been portrayed in the literature as having several economic and sustainability benefits. However, while a buyer firm's transformational leadership can be theorized to improve stable supplier relations, recent global business trends such as automation and globalization may endanger this stability. In this study, we therefore analyze the relationship between a buyer firm's transformational leadership and supplier relational stability and examine whether it is moderated by the buyer firm being affected by automation and globalization. We test our assumptions using data from a survey of German Mittelstand firms and confirm the moderating roles of automation and globalization. Our study therefore provides an updated and more nuanced understanding of how transformational leadership can affect supplier relational stability. Our findings also provide indications of how sustainable supplier relations can be achieved.

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An examination of salesperson bricolage during a critical sales disruption: Selling during the Covid-19 pandemic

Cited by 78 publications

References 137 publications

The power of knowledge management: how top management team bricolage boosts ambidexterity and performance

The power of knowledge management: how top management team bricolage boosts ambidexterity and performance

How bricolage influences green management in high‐polluting manufacturing firms: The role of stakeholder engagement

The impact of transformational leadership on supplier relational stability: The moderating role of automation and globalization

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