Polychronicity in top management teams: The impact on strategic decision processes and performance of new technology ventures

Souitaris, Vangelis; Maestro, B. M. Marcello

doi:10.1002/smj.831

Cited by 181 publications

(220 citation statements)

References 104 publications

(161 reference statements)

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“…This indicated that time management of an individual should consider training and controlling to understand the difference between one another. It should be noted that several organizations prefer polychronicity to increase their competitive advantage (Love, 2009;Souitaris & Maestro, 2010;Zhang, 2013). Polychronicity will be significant if it's connected to personality of extraversion, agreeableness and openness to experience.…”

Section: Discussionmentioning

confidence: 99%

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Analyzing fit in CSR strategy research in state-owned entreprises: Indonesia context

Muafi

2016

JIEM

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Abstract:Purpose: We attempted to empirically examine the fitness level of enterprises CSR strategy and its context with contingency and configuration approach. Furthermore, we used 213 CSR managers of state-owned enterprises in Indonesia as samples Design/methodology/approach: We used the purposive sampling technique to examine the data, also the contingency and configuration approach are measured with regression Euclidean distance. Findings:The result of the configuration and contingency approach has shown fit between CSR strategy and elements of contingency such as socialization tactic and time orientation. This condition also emerges on proactive CSR strategy and reactive CSR strategy, However, there are limitations of this study: an existence of the influence of the situation and condition when this study takes time; there is a concern on the result of not generalizing population, also the organizational performance only considered the size of organizational performance from non financial measure.Research limitation: (a) respondents' answers are highly influenced by situation and condition when the study takes time. Although validity and reliability tests has shown the right outcome, there is still a possibility of a bias, (b) state-owned enterprises in Indonesia are represented by CSR manager samples with purposive technique so there is a concern on the result for not -179-Journal of Industrial Engineering and Management -http://dx.doi.org/10.3926/jiem.1729 generalizing population, (c) this research only used primary data through questionnaires. It would be better to combine both primary and secondary data for future researches, (d) organizational performance only considered the size of organizational performance from non financial measure. Originality/value:There is a methodological contribution in testing the fit of a relationship, both contingency and configuration are superior in terms of research method which used Euclidean distance, and used multivariate fit and bivariate fit linear regression. This research model used systematic approach by testing the fit of a relationship, using deviation from design ideal type for socialization tactic and time orientation or contingency variable that influences organizational performance, hence it could be acknowledged the value of the influence between ideal relationship from CSR strategy, socialization tactic and time orientation.

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Section: Discussionmentioning

confidence: 99%

“…Research findings of Souitaris and Maestro (2010) explained that polychronicity has a positive effect on company performance in a dynamic unanalyzable environments condition. This effect is partially mediated by decision speed and comprehensiveness.…”

Section: Time Orientation and Csr Strategymentioning

confidence: 95%

Analyzing fit in CSR strategy research in state-owned entreprises: Indonesia context

Muafi

2016

JIEM

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“…Schumpeterian perspectives of competitive advantage emphasise the importance of decision speed relative to rivals-decisions must be made quickly enough to keep pace with the rate of change in the external environment (D'Aveni, 1994;Galbraith, 1973;Thompson, 1967) in order to drive effective adaptation. Hence, the ability to make strategic decisions quickly is a key source of competitive advantage for many firms because fast decision-making enables firms to respond rapidly to rivals' competitive moves (Bourgeois & Eisenhardt, 1988;Souitaris & Maestro, 2010), to capitalize on fleeting opportunities before they disappear (D'Aveni, Dagnino, & Smith, 2010), and to gain first mover advantages by becoming early adopters of new technologies and processes (Makadok, 1998).…”

Section: Strategic Decision Speedmentioning

confidence: 99%

“…Baum & Wally, 2003;Eisenhardt, 1989;Judge & Miller, 1991;Souitaris & Maestro, 2010). Eisenhardt (1989), in her seminal study of eight high technology organizations, observed a relationship between fast strategic decision-making and subsequent sales growth and profitability in high velocity environments.…”

Section: Strategic Decision Speedmentioning

confidence: 99%

“…Hence, in such environments, the ability to act without hesitation is vital to be able to seize opportunities such as increases in demand or changes in customer preferences, before rivals do (Stevenson & Gumpert, 1985). Empirical evidence suggests that speed is more advantageous in dynamic environments (Eisenhardt, 1989;Judge & Miller, 1991;Souitaris & Maestro, 2010). This is because making fast decisions speeds up executive learning, and enables them to capitalize on opportunities quickly (Judge & Miller, 1991).…”

Section: The Contingent Influence Of the External Environmentmentioning

confidence: 99%

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The Early Bird Catches the Worm or Decide in Haste and Repent at Leisure?

Shepherd¹,

Rudd²,

Mooi³

2017

Proceedings

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Rapid technological innovation, shortening product life cycles, and increasingly fierce competition place great pressure on top managers to execute rapid strategic change. A key question in strategic management though, is whether decision speed helps or harms the quality of top management team strategic decision-making? There is a shortage of theory and evidence concerning the consequences of decision speed across different environmental contexts, owing to prior research focusing solely on the effects of speed in dynamic environments. We propose and test a model that shows the effects of decision speed under conditions of environmental hostility, munificence, and dynamism, as well as the joint conditions of hostility-munificence and dynamism. We do so because environments are multidimensional, and an environment which is dynamic and hostile is very different to one which is dynamic and munificent. Analyzing dyadic data from multiple top managers on 117strategic decisions, we demonstrate that decision speed has both positive and negative effects on decision quality according to different combinations of environmental hostility, munificence, and dynamism. Our findings help overcome a major obstacle hindering theory development by providing new theoretical insights into the implications of decision speed across multiple different environmental contexts.

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