Organizational antecedents of cross-functional coopetition: The impact of leadership and organizational structure on cross-functional coopetition

Strese, Steffen; Meuer, Marcel W.; Flatten, Tessa Christina; Brettel, Malte

doi:10.1016/j.indmarman.2015.11.006

Cited by 78 publications

(72 citation statements)

References 99 publications

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“…Moreover, leadership was found to positively affect organizational structure which complements the literature understanding of the relationship between leadership and organizational structure. Previously scholars have shown that organizational structure alongside leadership do affect organizational outcomes (Strese et al, 2016), while others argue for understanding how organizational culture shapes leaders' behavior (Valero, 2015). Results obtained here shown that organizational structure was receptive to change in the image of leaders within the organization, which represents a new insight in the leadership impact literature.…”

Section: Discussionsupporting

confidence: 49%

Laissez fair leadership role in organizational innovation: The mediating effect of organization structure

Rassa¹,

Emeagwali²

2020

10.5267/j.msl

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This research represents an empirical investigation of the impact theorized by a laissez fair leadership approach on organizational innovation through studying its effect on administrative and technical innovation. Also, this study probes the role played by organizational structure within this context through further examination to address the mixed results reported in the literature, while contributing to understanding the interplay of these variables within the health services sector. For the purpose of this research, the authors drew on a random sampling technique to gather data from Jordanian hospitals. Data used for this research represents 270 employees working in the Jordanian health sector. Structure equation modelling technique was employed to test the hypothesized relationships. The results indicate positive effect of laissez fair leadership on technical and administrative innovation, similar to organizational structure positive impact. Also, the research results were found to support the notion that organizational structure mediate the relationship between laissez fair leadership and innovation. Finally, implications of this research for practitioners and researchers are formulated.

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Section: Discussionsupporting

confidence: 49%

Laissez fair leadership role in organizational innovation: The mediating effect of organization structure

Rassa¹,

Emeagwali²

2020

10.5267/j.msl

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“…They hold meetings to carry out constructive discussions, in an open and friendly way, to make sure that participants understand not only their roles in the process of establishing an integrated plan, but also their roles in the implementation and control of this plan. In this line, the recent approach of Strese, Meuer, Flatten and Brettel (2016) confirms that participation has a positive relationship with coopetition. According to Narus and Anderson (1987), successful partnering is marked by coordinated actions aiming at mutual goals.…”

Section: Partnering: a Critical Context Of Cooperation And Competitionmentioning

confidence: 79%

Partnering based on coopetition in the interorganizational networks of tourism: a comparison between Curitiba and Foz do Iguaçu, Brazil

Chim-Miki¹,

Batista-Canino²

2017

RBGN

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Purpose -This paper presents a model to analyze the context and critical behavior of interorganizational partnering based on the coopetition strategy.Design/methodology/approach -This research is exploratory, and makes use of descriptive statistical methodology. Data collection was based on an entrepreneurial perception survey applied to 545 tourism firms and 49 local business associations in two Brazilian cities.Findings -The main theoretical approach of this research was to introduce a partnering model, and its variables, based on coopetition -whereas its main empirical finding was to prove that the high internal competition among participants, within the tourism sector, is a greater source of coopetition behavior than external competition itself. Shared values, mutual trust, complementarity and awareness of the competitive advantages that result from partnering co-exist with the internal competition between firms belonging to this sector.Originality/value -Coopetition in the tourism sector has been little explored, but this study confirms that coopetition is a hybrid behavior which is very suitable to explain current market relationships; it also represents the interorganizational networks generated by business associations. The value of this research was to provide a scale to measure cooperative and competitive contexts on partnering based on the coopetition strategy, which can be applied to other industries or sectors.

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“…The size of the nodes represents the number of articles, whereas the lines represent the collaborative relationship. All four papers from Flatten (Brettel, Chomik & Flatten 2015;Engelen et al 2014;Strese et al 2013Strese et al , 2015 are associated with the top-ranked scholar Brettle, and they mainly focused on how organisational culture and innovation culture could influence new product developmental performance, in other words, how culture impacts innovation. Engelen (2010) was investigating the effect of organisational culture, especially cross-national culture, on entrepreneurial orientation or innovation orientation; therefore, the key point that these three scholars captured was the relationship between innovative performance and cross-national organisational culture (Engelen et al 2014).…”

Section: Results and Discussion Of Citing Papers Analysis Document Inmentioning

confidence: 99%

Bibliometric analysis of organisational culture using CiteSpace

Cui

Liu

Mou

2018

SAJEMS

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Background: As organisational culture plays an important role in forming a sustained competitive advantage, numerous studies about organisational culture have been completed. However, few studies have been conducted by analysing the references of publications with a visual pattern. Moreover, this subject has reached a certain degree of maturity; hence, a review that analyses the trends of organisational culture is urgent. Aim: The aim of this study was to provide broad information on organisational culture, including authors, journals, countries and references. In addition, the evolution of organisational culture is depicted and potential future research focuses are predicted. Setting: Using the Web of Science as a data source, we captured 1479 publications in science citation index (SCI) and social science citation index (SSCI) from 2005 to 2016 with 63 682 corresponding references for analysis. Methods: A bibliometric approach using CiteSpace software was applied to quantitatively and visually analyse organisational culture. Results: (1) The USA is the most productive country followed by the UK and then Australia in terms of publication; (2) scholars are mainly focused on ‘performance’, ‘innovation’ and ‘knowledge management’ aspects; (3) most fundamental theories and frameworks were created from the 1980s to the 1990s; (4) the Journal of Business Ethics is the most appropriate journal for contributions, whereas the Academy of Management Review is suitable for scholars to do a literature review, construct a theoretical framework and develop a research design; and (5) future research on this field has been justified accordingly. Conclusion: These findings not only provide basic background knowledge about organisational culture for new researchers but also provide a framework for visual and quantitative research to management scholars and fill the gap between organisational culture and bibliometric analysis.

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Organizational antecedents of cross-functional coopetition: The impact of leadership and organizational structure on cross-functional coopetition

Cited by 78 publications

References 99 publications

Laissez fair leadership role in organizational innovation: The mediating effect of organization structure

Laissez fair leadership role in organizational innovation: The mediating effect of organization structure

Partnering based on coopetition in the interorganizational networks of tourism: a comparison between Curitiba and Foz do Iguaçu, Brazil

Bibliometric analysis of organisational culture using CiteSpace

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