Strategic change: the impact of senior foreign managers, firm size and uncertainty avoidance

Kalasin, Kiattichai

doi:10.1108/ribs-03-2020-0023

Cited by 13 publications

(16 citation statements)

References 99 publications

(182 reference statements)

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“…Indonesia was the research context, Indonesia was the research context, a country with a high-power distance culture and higher uncertainty avoidance. The degree of uncertainty avoidance influences employee empowerment (Randolph and Sashkin, 2002) and strategic change (Kalasin, 2020). Therefore, it is important to replicate this investigation in different cultures.…”

Section: Discussionmentioning

confidence: 99%

Empowering leadership and behavioural support for change: the moderating role of a diverse climate

Sukoco

Choirunnisa

Mudzakkir

et al. 2022

IJEM

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PurposeMembers' behaviour to support change is a critical factor in organisational change. Building on social cognitive theory, this research investigates how empowering leadership (EL) contributes to behavioural support for change in higher education. The paper argues that the relationship between EL and behavioural support for change is moderated by diversity climate.Design/methodology/approachTo test the hypotheses, 107 colleges from the highest-ranking 11 universities in Indonesia, consisting of 1,634 faculties, participated in this study.FindingsMembers would experience higher support for change with EL. Furthermore, the positive relationship between EL and behavioural support for change was stronger in members who perceived a more diverse climate.Originality/valueThis study empirically tested how behaviour to support change was determined by leaders' empowering behaviour based on social cognitive theory in a high-power distance culture. In terms of its methodological contributions, this study used a multi-level analysis in order to test EL. Finally, the research on behavioural support for change has been expanded upon through a unit-level analysis.

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Section: Discussionmentioning

confidence: 99%

Empowering leadership and behavioural support for change: the moderating role of a diverse climate

Sukoco

Choirunnisa

Mudzakkir

et al. 2022

IJEM

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“…Firms deal with significant uncertainty in the years surrounding IPO. IPO firms may face challenges in cultures avoidant of uncertainty because such cultures tend to resist new approaches and are likely to conform to existing norms (Kalasin, 2020). For instance, Thai culture is more avoidant of uncertainty than Vietnamese culture; therefore, entrepreneurial actions such as risk-taking are more valued in Vietnamese firms (Swierczek and Ha, 2003).…”

Section: Uncertainty Avoidancementioning

confidence: 99%

“…For instance, Thai culture is more avoidant of uncertainty than Vietnamese culture; therefore, entrepreneurial actions such as risk-taking are more valued in Vietnamese firms (Swierczek and Ha, 2003). Given hesitancy toward new approaches, uncertainty-avoidant cultures weaken the ability of managers to enact change (Kalasin, 2020). Key benefits of a founder's human capital are the ability to be transformative (Ling et al, 2008), make strategic decisions swiftly (Souder et al, 2012) and tolerate uncertainty and unanticipated changes (de Luque and Javidan, 2004).…”

Section: Uncertainty Avoidancementioning

confidence: 99%

The role of national context in the relationship between founder CEO and IPO performance

Tupper

Mehta

2023

MBR

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Purpose Although founders are often replaced with external CEOs prior to firms making IPOs, firms that do retain founder CEOs generally perform better at IPO. However, this relationship may be contingent upon context. This study aims to investigate how national context influences the relationship between a founder CEO and IPO long-run performance. The authors hypothesize that founder-CEOs will perform better in IPO firms in countries where managerial discretion, future orientation, and the level of conformity to professionalize management are high, and uncertainty avoidance is low. Design/methodology/approach Using insights from the upper echelon and institutional theory, the authors used hierarchical linear modeling to analyze over 1,000 firms across eight countries. Findings Founder CEOs perform best in IPO firms in a national context where managerial discretion is low, uncertainty avoidance is high and the level of conformity is high. Originality/value This study contributes to a growing area of cross-national IPO research in management by investigating the relationship between culture, management and IPO performance.

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“…Popov et al (2019) found that we must consider cultural disparities to promote inter-firm cooperation at international companies. According to Kalasin (2021), senior foreign managers are active agents who can promote and implement essential changes because they possess different value sets, knowledge and experience. In effect, cultural differences among senior managers benefit organizations.…”

Section: Ribs 324mentioning

confidence: 99%

Toward epistemological identification of the four major mindscapes

Fatehi

Taasoobshirazi

Gutiérrez

2021

RIBS

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Purpose Japanese American philosopher Magoroh Maruyama (1969) proposed the Mindscape theory, a macro model of cultural differences identification. The theory suggests inter-and intra-cultural heterogeneity and four major Mindscapes of H, I, S and G. He and his colleagues designed 64 graphic geometric patterns based on redundant and non-redundant complexity to recognize the Mindscapes in cultures. However, there is no method of identifying each Mindscape individually/separately. In other words, specificity is missing in this theory. Without such identification, the applicability of the Mindscape theory in international business is limited. This study aims to provide the needed specificity. Design/methodology/approach The present study applies Harvey’s (1966) four epistemological systems to identify each of the four Mindscapes. According to Maruyama and Harvey, three of Harvey’s four systems are identical to the three Mindscapes of H, I and G. If the authors can match the three Mindscapes with the three Harvey’s systems, what remains the authors assume to be the fourth Mindscape. Findings The current study determined various graphic and geometric patterns associated with each of the four Mindscapes. In doing so, the study expanded the applicability of the theory in international business. Research limitations/implications Harvey (1966) administered nine psychological tests (instruments) to many subjects over nearly two decades to determine the four systems. Using nine major instruments is very challenging, demanding and time-consuming. For ease of application and saving time, the authors used one of these instruments as an example. Ideally, the authors should use all. Originality/value Mindscape theory suggests that each of the four salient Mindscapes is more relevant to a specific situation, such as human resource management, motivation, leadership, conflict resolution and others. By identifying each Mindscape, this study expands the use of Mindscape theory.

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Strategic change: the impact of senior foreign managers, firm size and uncertainty avoidance

Cited by 13 publications

References 99 publications

Empowering leadership and behavioural support for change: the moderating role of a diverse climate

Empowering leadership and behavioural support for change: the moderating role of a diverse climate

The role of national context in the relationship between founder CEO and IPO performance

Toward epistemological identification of the four major mindscapes

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