Strategic leadership and executive innovation influence: an international multi‐cluster comparative study

Intergroup Conflict Management Strategies From a Nobel Peace Laureate: The Case of José Ramos-Horta

“…With respect to network size, our findings echo the notion that managing complex social problems is reached through a collective effort, namely a strategic leadership vision centered on the formation of numerous intra-and inter-group alliances (Furrer et al, 2012;Helfat & Martin, 2015;Nutt & Backoff, 1993;Raisch & Birkinshaw, 2008;Zaccaro & Klimoski, 2001). In essence, an increase in network size enhances one's ability to receive and transmit information within a given system, hence facilitating the implementation of actions that will result in a lasting impact (Albers et al, 2013;Cullen et al, 2015;Elenkov et al, 2005;Fuentelsaz et al, 2013). Our analysis of JRH discourse revealed his interest in networking with influential regulators in both local and global spheres of influence (e.g., "street vendors and kings").…”

“…Such behaviours are aimed at (a) creating high-value networking opportunities that allow for organizational growth, and (b) managing "inside-out"/exploration and "outside-in"/exploitation paradoxes in order to prevent conflict and promote positive change (see Lewis, Andriopoulos, & Smith, 2013). In this context, scholars have explored strategic leadership by combining myriad theoretical stances and, most noticeably, social network concepts and the exploration-exploitation paradox (see Albers, Wohlgezogen, & Zajac, 2013;Ariño & Ring, 2010;Elenkov, Judge, & Wright, 2005;Jansen, Vera, & Crossan, 2009;O'Reilly & Tushman, 2011;Smith & Tushman, 2005;Sosik et al, 2005;Vera & Crossan, 2004). The current understanding is that strategic leadership is a systemic process that should be studied through multiple theoretical lenses (Lin & Darnall, 2015;Meng, 2012).…”

Roles of Board of Directors in Organizational Ambidexterity

“…Diversity in terms of board tenure can imply a broad set of perspectives on the opportunities and threats in the market and ideas and strategies an organization can use (Sawyer, Houlette, & Yeagley, 2006). Diversity in tenure is related to diversity in cognitive frameworks which can improve the quality of discussion (Awino, 2013;Elenkov, Judge, & Wright, 2005). While older tenured members can provide a solid understanding of the organization, newer members are able to provide different perspectives on the organization's future direction.…”

Marketing Innovation Influences on Market and Customer Related Performances: Evidences of Korean Manufacturing Companies

“…Many researches on innovation have focused either on the factors that trigger or hinder technological innovation (product and process innovation) within companies, or on the factors that influence technological innovation outcome (e.g., Levinthal, 1989, 1990;Elenkov et al, 2005;Hoffman and Hegarty, 1993;Keizer et al, 2002;Yam et al, 2004). Most of them investigated technological innovations related with products or manufacturing processes of companies, by focusing on the effect of its activities on innovation performance (e.g., Romero and Martínez-Román, 2012) or the type of innovation -radical or incremental -that is influenced by the relevant factors (Laursen and Salter, 2006).…”