The best equilibrium in organizational flexibility-stability continuums

Laser, Jan

doi:10.1108/ijoa-09-2019-1875

Cited by 16 publications

(12 citation statements)

References 64 publications

(102 reference statements)

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“…In the next section, a theoretical-conceptual, triangulated approach is used to investigate the requirements which in theory are necessary for top executives when the aim is to foster both exploration and exploitation in organizations. As in Bennett (2019) or Laser (2017Laser ( , 2021, where different theories are triangulated, the concepts-leader/manager, transactional/ transformational leadership, and exploration/exploitation-are brought together and used to explain the attributes necessary for a top executive to lead ambidextrously. Triangulation can provide a broader range of theoretical contexts by analysing the research subject from more than one perspective or using more than one approach (Denzin, 2017;Flick, 2008).…”

Section: Design/methodology/approachmentioning

confidence: 99%

Criteria to appraise top executives for ambidextrous leadership

Laser

2022

JOEPP

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PurposeThis paper determines and analyses criteria for top executives to use in appraisal systems to promote ambidextrous leadership, enhancing the organization's ability to identify persons who can lead ambidextrously or determining the development potential of existing top executives.Design/methodology/approachUsing a theoretical-conceptual, triangulated approach, the investigation in this paper examines the requirements for top executives to lead ambidextrously. In a subsequent review and frequency analysis, the specific attributes/behaviours a top executive should possess are examined. Analysis of the application of these appraisal criteria is theoretical.FindingsThe criteria listed in this paper (e.g. ambition, courage, vision) can be used to foster ambidextrous leadership when hiring or evaluating performance. These and/or the criteria already existing in an organization should be classified in one of the two categories presented (1. one-dimensional criteria: differentiation between exploration/exploitation is not necessary; 2. multidimensional criteria: differentiation between exploration and exploitation, opening and closing leadership, and first- and second-order changes is necessary) to differentiate the criteria and thereby illuminate their application in the areas of exploration and exploitation. Thus, a corresponding assessment of applicants and/or job holders for ambidextrous leadership is possible.Originality/valueThis theoretical analysis contributes to the literature on top executives' recruitment, performance management, career and succession planning, focusing on ambidextrous leadership and organizational development by elucidating a differentiated concept for appraisal criteria so that the right person can be appointed to the top executive position or assigned to the necessary personnel development programme. Thus identified, a top executive may be positioned to maintain, improve or install ambidextrous leadership and practice in an organization.

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Section: Design/methodology/approachmentioning

confidence: 99%

Criteria to appraise top executives for ambidextrous leadership

Laser

2022

JOEPP

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“…The analysis of our empirical findings determines workforce agility as a response to the pressures from dynamic capability requirements of companies, to achieve reconfiguration and redeployment of external and internal human resources and an inherent need to bring some stability in the internal resources of a company. Balancing flexibility and stability is paramount for effective business performance and achieving strong dynamic capability (Laser, 2020; Teece, 2014). This theoretical conclusion about workforce agility enlightens important implications from the conceptual heuristic (Figure 1 and Section 4) that warrants a practical framework by applying SHRM and SHRD literature on strategic agility and dynamic environments.…”

Section: Conclusion With Significant Contributionsmentioning

confidence: 99%

“…Additionally, organizations facing a highly dynamic environment with few recurrent but many unique problems such as in the IT industry, flexibility (one aspect of agility) becomes paramount to provide innovative solutions. Balancing flexibility with a certain amount of stability is the key to achieving dynamic capability (Laser, 2020; Teece, 2014).…”

Section: Introductionmentioning

confidence: 99%

Drivers of workforce agility: a dynamic capability perspective

Ajgaonkar

Neelam

Wiemann

2021

IJOA

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Purpose This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility and strategic human resource management. Design/methodology/approach In-depth qualitative interviews with senior information technology professionals, managers, directors and leadership were conducted. Data coding and analysis followed the Gioia methodology to develop a theoretical framework. Findings The theoretical paradigm of workforce agility is seeing revisions. In the past it was solely connected to resource-based view theory, current literature superficially speaks of the link with dynamic capability but lacks comprehensive and strategic understanding. The research brings in the evolutionary change by viewing workforce agility directly under the lens of dynamic capability theory and recognizes workforce agility as a high-level strategy. Based on the analysis of the qualitative interviews this study has developed a conceptual heuristic of workforce agility drivers, interlinked with dynamic capabilities micro-foundations – “sensing”, “seizing”, and “continual renewal”. This paper conceptualizes workforce agility as a response to high pressures for the dynamic capability of the company, which requires reconfiguration and redeployment of external and internal human resources and an inherent need to bring some stability to the internal resources of the company. Originality/value There is a growing body of literature linking organizational agility with dynamic capabilities, which overlooks workforce agility. This study is theory-based research on workforce agility, which guides practitioners in making human resource processes more agile.

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“…Laser, J. [33] states that having extra flexibility and change may affect employees who lack orientation and feel unconfident, because employees' behaviors that become habits no longer appear as successful, and employees begin to improve their current skills in response to change or find fewer opportunities to use skills that become habits. Lee et al [34] suggest that a goal is a specific action for employees; difficult goals are found to be the antecedent of higher performance than easy goals, and easy goals are not challenging for the employees.…”

Section: Relationship Between Workplace Flexibility and Career Satisfaction Is Moderated By Goal Orientationmentioning

confidence: 99%

Workplace Flexibility for Sustainable Career Satisfaction: Case of Handling in the Aviation Sector in North Cyprus

2021

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The purpose of this research was to find out how workplace flexibility affects the employees’ flexibility in order to increase their career satisfaction while reducing their workplace stress with the mediating role of goal orientation. Employees need workplace flexibility to develop a better sustainable career. In doing so, the relationship between workplace flexibility and career satisfaction can be affected by two different factors. One of them is job stress, which can be a mediating factor, and the second is goal orientation, which in this study was considered as a moderator between two variables. For this research, a quantitative research method was applied, and a survey was distributed to 216 respondents, namely, everyone working in handling in a single aviation sector of North Cyprus, to obtain better and clearer results from the respondents. A pilot test was completed and data were collected face-to-face in order to observe the reaction of respondents to develop better results and reduce any mistakes that could arise by answering the questionnaire. Moreover, in order to test the reliability of questionnaires, a pilot test was completed with 14% of the respondents and the results were evaluated by examining Cronbach’s alpha. Job stress is a negative term; therefore, surprisingly, there was a positive correlation between workplace flexibility and job stress in the findings. The results were discussed and specifically analyzed with the literature review. Findings of the article clarify that workplace flexibility, along with goal orientation, is expected to positively contribute to the sustainable career satisfaction of employees in the handling sector. This research will make an important contribution to the existing literature pertaining to flexible arrangements in the workplace, sustainable career satisfaction, job stress, and goal orientation, and will contribute to further theories in this field.

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The best equilibrium in organizational flexibility-stability continuums

Cited by 16 publications

References 64 publications

Criteria to appraise top executives for ambidextrous leadership

Criteria to appraise top executives for ambidextrous leadership

Drivers of workforce agility: a dynamic capability perspective

Workplace Flexibility for Sustainable Career Satisfaction: Case of Handling in the Aviation Sector in North Cyprus

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