The Role of Shared Leadership and Communication in Promoting Strategic Consensus and Performance

Jabarzadeh, Younis; Sanoubar, Naser; Vahdat, Arash; Saghezchi, Faezeh Khosravi

doi:10.1080/15416518.2019.1661821

Cited by 6 publications

(4 citation statements)

References 91 publications

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“…The government's effort indicates to what extent knowledge resources and innovation strategies in the Iranian knowledge-intensive sector are critical for the economy of Iran, thereby highlighting the importance of understanding how these knowledge-intensive companies can survive and stay competitive in the long term (Cannavale and Nadali, 2019). There is widespread support across the nation for knowledge-intensive businesses to contribute significantly to the economy and reduce reliance on oil and gas as the primary source of income (Jabarzadeh et al , 2019). The knowledge-intensive setting, where knowledge and innovation are primarily applied to offer customer solutions (Nurmi, 1998), is an attractive context for locating the theory and practice in knowledge management (Fischer et al , 2022) and innovation areas (Li et al , 2021).…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Knowledge assets, innovation ambidexterity and firm performance in knowledge-intensive companies

Asiaei¹,

Bontis²,

Yaghoubi³

et al. 2023

JKM

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Purpose This study aims to build upon resource orchestration theory to theorize and empirically test a model that demonstrates how knowledge assets and innovation ambidexterity trigger a synergy in favor of firm performance. Design/methodology/approach Drawing on a survey of 158 Iranian knowledge-intensive companies, this study uses the partial least squares based on structural equation modeling to test the research hypotheses. Findings The results show that two elements of knowledge assets, namely, structural and relational capital, indirectly affect firm performance through the full mediation of innovation ambidexterity. The findings indicate that human capital has no relationship with both innovation ambidexterity and firm performance. Practical implications This study offers fresh insights into the issue of how organizations can create value from an effective orchestration of various strategic resources and capabilities, including knowledge assets and innovation ambidexterity. Originality/value This study applies resource orchestration theory to concurrently the areas of knowledge resources and organizational ambidexterity to show how innovation ambidexterity plays a role in translating three various knowledge assets into performance.

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Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Knowledge assets, innovation ambidexterity and firm performance in knowledge-intensive companies

Asiaei¹,

Bontis²,

Yaghoubi³

et al. 2023

JKM

View full text Add to dashboard Cite

show abstract

“…Esta situación es similar a la que se presenta en otras investigaciones en las que se identifican variables con un efecto mediador total, como la coordinación, el compromiso con las metas y el conocimiento compartido (Han, Lee, Beyerlein y Kolb, 2018). Adicionalmente, cuando se tiene en cuenta el capital social, que se determina por los lazos e interacciones, se incluye la diversidad de los individuos y de los conocimientos y, para que el liderazgo compartido sea significativo en el desempeño organizacional, se debe contar con suficiente coordinación entre los miembros y la organización para minimizar las diversidades (Jabarzadeh, Sanoubar, Vahdat y Khosravi-Saghezchi, 2019). La falta de coordinación podría explicar este efecto no significativo.…”

Section: Discussionunclassified

Liderazgo compartido en equipos directivos y desempeño organizacional: el rol mediador del capital social

2022

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Este estudio buscó analizar el efecto mediador del capital social en la relación entre el liderazgo compartido en los equipos directivos de empresas colombianas y el desempeño organizacional. Se utilizó una metodología de modelos de ecuaciones estructurales con mínimos cuadrados parciales, a partir de una encuesta aplicada a 113 integrantes de equipos directivos de empresas colombianas. Se identificó que el liderazgo compartido del equipo directivo tiene un efecto positivo sobre el desempeño organizacional y el capital social ejerce una mediación total en esta relación. Los hallazgos permiten resaltar la importancia de compartir las responsabilidades del liderazgo para fomentar el capital social en las organizaciones y de esta forma alcanzar los objetivos organizacionales con un mejor desempeño.

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“…a more clearly defined structure, clarity of roles and tasks and room for promotion). Students will also typically realize the importance of effective leaders with strong communication skills in the success of a mechanistic organization (Jabarzadeh et al, 2019; Kirkhaug, 2010). Students from this team should also be asked to discuss the weaknesses of this type of organization [red tape, bureaucracy, time spent waiting for direction, etc.…”

Section: Preparation For Instructorsmentioning

confidence: 99%

Origami organizations!

Faile,

Roberts,

Loes

2023

OMJ

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Purpose This paper aims to provide instructors with a hands-on engaging and experiential class activity designed to teach undergraduate and graduate students about different organizational structures in management courses. Through this exercise, students will be able to self-identify the challenges and strengths of working under contrasting organizational structures. Design/methodology/approach Split into two (or four) teams, students construct origami animals based on their team’s organizational structure, using both mechanistic and organic structures to create a zoo based on a set of instructions and boundary conditions. Materials required include origami paper, markers, printed instructions, origami animal instructions, and role title cards for each student. The exercise takes approximately 30–45 min, including debriefing discussion. All materials/instructions needed are included with this paper (except origami paper and markers). Findings Through this exercise, students internalize the challenges and strengths of working in organizations with contrasting structures. The debrief discussion will help solidify student understanding of what the day to day experience of working in different organizational structures might look like, the pros and cons of different structures, and what type of employees or industries might thrive under different structures. Research limitations/implications This paper is being submitted for the “Special Issue Call for Papers: Modern Day Experiential Exercises.” Practical implications This activity allows students to draw their own conclusions about organizational structure and to engage in a fruitful discussion about what working at different types of organizations looks like on a day-to-day basis. Social implications This activity allows students to strengthen their skills in communication, teamwork, and leadership by having them work in teams to complete a challenging, competitive task. Originality/value While teaching organizational structure in management courses has traditionally been limited to traditional forms of instruction such as lecturing and reviewing different organizational charts, this activity gives students a fun competitive in-class activity in which they practice working as a part of contrasting organizational structures to see what type of structure they might thrive in.

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The Role of Shared Leadership and Communication in Promoting Strategic Consensus and Performance

Cited by 6 publications

References 91 publications

Knowledge assets, innovation ambidexterity and firm performance in knowledge-intensive companies

Knowledge assets, innovation ambidexterity and firm performance in knowledge-intensive companies

Liderazgo compartido en equipos directivos y desempeño organizacional: el rol mediador del capital social

Origami organizations!

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