Preparing Organizations for Greater Turbulence

Schoemaker, Paul J. H.; Day, George S.

doi:10.1177/00081256211022039

Cited by 27 publications

(15 citation statements)

References 23 publications

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“…Because of this, courage is an essential trait for successful leaders [51]. Courage helps leaders to take action and steer things in the right direction rather than avoiding challenges or letting conflicts fester [52]. Speaking the truth is encouraged in a psychologically safe workplace culture [53].…”

Section: Braverymentioning

confidence: 99%

A Review of Different Ideas Concerning the Characteristics of a Good Leader and Shaping New Ideas of an Effective 21st Century Leader

Em¹

2023

J.Gen.Educ.Humanit.

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The current study aims to define a good leader in general, not for any specific companies, schools, offices, or organizations. The author has read and consulted various documents, significantly articles published in reputable outlets, to boost related ideas vis-à-vis good leaders from different walks of life. After reading, reviewing, and taking notes, the author focused on different leadership types and the characteristics of good leaders. As a result, a good leader is defined, and suggestions are provided to consider for those who want to become good leaders using just easy ways and simple techniques. In the 21st century, a good leader is someone well-educated and always looks at the past, uses the past as experience, leads what is in the present, and predicts the future so that he can get everything ready and he could solve unforeseen problems. Finally, a comprehensive assessment or investigation could still be made into what makes a sound or effective leader in the 21st century. It is also important to analyze or conduct a comparison of an efficient manager and a good leader. Generally, it is essential to consider how to successfully lead an organization by combining the qualities of a skilled manager and an effective leader.

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Section: Braverymentioning

confidence: 99%

A Review of Different Ideas Concerning the Characteristics of a Good Leader and Shaping New Ideas of an Effective 21st Century Leader

Em¹

2023

J.Gen.Educ.Humanit.

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“…Management practices and tools like scenario planning (Schoemaker, 1993; Sodhi, 2003) and strategic radars (Schoemaker et al., 2013) help managers gather and make sense of information from a broad swath of the environment to create an awareness of signs of structural shifts. Firms that consciously maintain vigilance are “better equipped to anticipate early signals of surprises and more adroit at handling turbulence or upheaval when it strikes” (Schoemaker & Day, 2021, p. 65). Vigilance rests on four pillars: leadership commitment to vigilance; the use of foresight practices; flexible strategy‐making, taking a future‐back and outside‐in approach; and coordination and accountability to receive and interpret weak signals.…”

Section: Future Research Agenda (Rq3)mentioning

confidence: 99%

A review of research on supply chain adaptability: Opening the black box

Phadnis

2023

J of Business Logistics

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Supply chain adaptability is the least explored of the three revered Triple‐A qualities (agility and alignment being the other two) and in the greatest need of a deeper understanding in the unpredictably evolving contemporary business environment. This study critically reviews the literature and makes three contributions. First, it outlines the different ways supply chain adaptability has been understood and describes the epistemological basis of this knowledge. Second, it synthesizes the findings into a theoretical model linking supply chain adaptability to its antecedents and outcomes. Third, despite its origins in a practitioner‐focused journal, supply chain adaptability has largely been explored like a black box, with few insights into its workings or actionable recommendations for its creation. To this end, the study outlines an agenda for future research to deepen our understanding along the extant lines of inquiry and to broaden our investigation to cover new empirical foci to open the black box of supply chain adaptability.

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“…To build strong AMCs, firms should create a culture of discovery, encourage curiosity and focus on long-term results (Schoemaker and Day, 2021), and firms emphasizing exploration usually embrace such culture. Even though exploration provides unique challenges for ISMEs due to their limited resources (Han and Celly, 2008), for two reasons it may increase ISMEs' AMCs and ultimately improve firm performance by achieving a major breakthrough EJM 56,5 in product innovation and/or new market expansion (Özsomer and Gençtürk, 2003;Voss et al, 2008).…”

Section: Improving Amcs and Firm Performance Via Explorationmentioning

confidence: 99%

Exploration, exploitation, ambidexterity and the performance of international SMEs

Cui

Samiee

et al. 2022

EJM

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Purpose This study aims to examine how international small and medium-sized enterprises (ISMEs) improve adaptive marketing capabilities (AMCs) through exploration, exploitation and ambidexterity (EEA) and thereby increase exporting performance. In addition, the present study attempts to examine conditions under which EEA can more effectively improve AMCs. Design/methodology/approach The theoretical model was tested by using survey data collected from 119 ISMEs based in the U.S. Partial least squares structural equation modeling was deployed to analyze the data. Findings The results show that exploration increases ISMEs’ performance through improving AMCs while ambidexterity reduces ISMEs’ performance through weakening AMCs. However, the negative influence of ambidexterity on AMCs attenuates in a dissimilar host country where ISMEs can conveniently learn new information. Finally, when ISMEs pursue exploitation in an either similar or dissimilar host country, their AMCs do not improve. Research limitations/implications We provide empirical evidence of SMEs increasing AMCs and firm performance via EEA within the context of exporting. However, we did not collect objective financial performance of ISMEs. Practical implications Our findings provide guidance for ISMEs’ marketing managers to build AMCs by learning something new. Moreover, the findings help ISMEs effectively identify and select the most appropriate international marketing strategy depending on the similarity between host and home countries. Originality/value Our findings contribute to the literature by explicating how ISMEs can heighten marketing capability to build competitive advantages in global markets through exploration. However, ISMEs should be cautious when pursuing ambidexterity, which may weaken AMCs and finally decrease firm performance. In addition, we identify external factors that influence effectiveness of EEA in building AMCs. By doing so, the findings help ISMEs understand how to increase AMCs so as to improve competencies in fast-changing global markets.

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Preparing Organizations for Greater Turbulence

Cited by 27 publications

References 23 publications

A Review of Different Ideas Concerning the Characteristics of a Good Leader and Shaping New Ideas of an Effective 21st Century Leader

A Review of Different Ideas Concerning the Characteristics of a Good Leader and Shaping New Ideas of an Effective 21st Century Leader

A review of research on supply chain adaptability: Opening the black box

Exploration, exploitation, ambidexterity and the performance of international SMEs

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