The effects of environment and technology on managerial roles

Gibbs, Barrie W.

doi:10.1016/0149-2063(94)90004-3

Cited by 8 publications

(8 citation statements)

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“…). Higher technical complexity requires firms to possess a greater array of knowledge to successfully compete in the industry (Gibbs ). Under such conditions, firms need to invest additional resources to facilitate the flow of information among members of the supply chain required for the achievement of supply chain fit.…”

Section: Background and Hypotheses Developmentmentioning

confidence: 99%

Re‐Examining Supply Chain Fit: An Assessment of Moderating Factors

Gligor

2017

J of Business Logistics

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Research has emphasized the importance of matching products' characteristics with their supply chain design (i.e., supply chain fit). Fisher () introduced the notion of supply chain fit and indicated that before developing a supply chain firms must consider the nature of the demand for their products. I expand on the Fisher () framework by offering a more comprehensive understanding of when it pays off for firms to deploy resources to achieve supply chain fit. I argue that it is simplistic to assume that perfect supply chain fit will always lead to improved financial performance because the benefits generated by perfect supply chain fit might be offset by the resources deployed to achieve that fit. In order to execute this research I use archival and survey data to evaluate the moderating effects of six dimensions of environmental uncertainty (e.g., munificence, market dynamism, technological dynamism, technical complexity, product diversity, and geographic dispersion) on the relationship between supply chain fit and financial performance.

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Section: Background and Hypotheses Developmentmentioning

confidence: 99%

Re‐Examining Supply Chain Fit: An Assessment of Moderating Factors

Gligor

2017

J of Business Logistics

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“…Less research has been conducted regarding the situational and environmental variables, but there is one study of direct interest to the work documented in this report. Gibbs (1994) organized Mintzberg's environmental variables in terms of two constructs: complexity (the number of elements in which managerial interaction is required) and dynamism (the rate of change between these elements). Combinations of these variables produced a 2 x 2 matrix (stable-simple, stable-complex, dynamic-simple, dynamic-complex) that allowed Gibbs to test for both direct and indirect effects.…”

Section: Considerable Debate Exists Over the Question Of What Domestimentioning

confidence: 99%

Managerial effectiveness in a global context

Leslie¹,

Dalton²,

Ernst³

et al. 2002

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The Center for Creative Leadership is an international, nonprofit educational institution founded in 1970 to advance the understanding, practice, and development of leadership for the benefit of society worldwide. As a part of this mission, it publishes books and reports that aim to contribute to a general process of inquiry and understanding in which ideas related to leadership are raised, exchanged, and evaluated. The ideas presented in its publications are those of the author or authors.

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“…The decisional role includes four roles relating to the organization's important actions: ‘entrepreneur’ (being an initiator and designer of much of the controlled change in the organization); ‘disturbance handler’ (handling important, unexpected disturbances that the organization faces); ‘resource allocator’ (allocating organizational resources of all kinds for significant organizational decisions); and ‘negotiator’ (participating in important negotiation sessions). The replicating studies have provided some support for Mintzberg's () model (e.g., Pavett and Lau, , ; Martinko and Gardner, ), and it has been used as an important source of reference that has informed management research and education (Gibbs, ; Tengblad, ).…”

Section: Theoretical Backgroundmentioning

confidence: 97%

The Unlearning of Managerial Skills: A Qualitative Study of Executive Officers

Matsuo

2017

European Management Review

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Although the abilities of executive officers to unlearn may have a significant impact on organizational unlearning, few studies have investigated the individual unlearning transition. The goal of this study was to examine the managerial unlearning process upon promotion from senior manager to executive officer, based on the upper echelons perspective and leadership pipeline model. Analyses of interview data with 46 executive officers at medium and large-sized Japanese firms indicated that they unlearned and learned their managerial skills in relation to 'decision making', 'delegation and motivation', and 'collecting information', and that the unlearning process was discontinuous. Specifically, decision making skills were switched from 'short-term, analytic, and partial' to 'longterm, intuitive, and holistic'. Skills in delegation and motivation were transformed from 'directive' to 'dedicated and entrusting'. Skills in collecting information were switched from 'direct collection' to 'network-based collection'. This study contributes to the literature on managerial skills by showing empirically the discontinuous nature of management transitions with regard to an unlearning perspective.

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The effects of environment and technology on managerial roles

Cited by 8 publications

References 0 publications

Re‐Examining Supply Chain Fit: An Assessment of Moderating Factors

Re‐Examining Supply Chain Fit: An Assessment of Moderating Factors

Managerial effectiveness in a global context

The Unlearning of Managerial Skills: A Qualitative Study of Executive Officers

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