Time pacing of product development: The influence of goal clarity and autonomy

Yan, Shi; Zou, Bo; Guo, Jinyu; Ji, Peinan

doi:10.1016/j.techsoc.2022.101897

Cited by 5 publications

(2 citation statements)

References 60 publications

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“…They consider process innovations as more exploitative and product innovations as more explorative. In addition, the theory on time pacing (e.g., Eisenhardt & Brown, 1998; Shi et al, 2022) states that organizations can sequentially organize and structure their incremental and radical innovation.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Tomorrow is already here: Exploring how corporate foresight can contribute to ambidexterity

van der Duin,

Trott,

Marzi

2024

Strategic Change

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Corporate foresight involves strategically exploring multiple potential futures and serves as a tool to guide organizational decision‐making processes. Despite its significance, a predominant focus on immediate, short‐term issues often characterizes the operational mindset of many companies. As a result, companies frequently encounter challenges in achieving organizational ambidexterity—the ability to balance and leverage both the exploitation of current capabilities and the exploration of new opportunities in the future. In this paper, we propose a theoretical investigation of corporate foresight. We develop a conceptual framework that delineates different relationships between corporate foresight and organizational ambidexterity, providing a structured approach to understand how these concepts interact and influence each other. Our framework proposes three ways corporate foresight can significantly enhance ambidexterity within organizations. First, corporate foresight can be pivotal in identifying and analyzing future trends and disruptions, which can inform strategic decision‐making. Secondly, corporate foresight can better align an organization's long‐term strategic goals and short‐term operational objectives, thus enhancing ambidexterity. Finally, corporate foresight can bridge different organizational units, promoting collaboration and knowledge sharing, aiding in developing a holistic approach to strategic planning that encompasses daily operational excellence and future‐oriented strategic posture.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Tomorrow is already here: Exploring how corporate foresight can contribute to ambidexterity

van der Duin,

Trott,

Marzi

2024

Strategic Change

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show abstract

“…For UPB, a three-item measure was adopted based on the research of Umphress [63]. Measurement items for organizational goal clarity were adopted from Shi, et al [64] and Tang, et al [65]. All the items were designed using five-point Likert scales ("1 = strongly disagree" to "5 = strongly agree").…”

Section: Sample and Data Collectionmentioning

confidence: 99%

The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects

Lin,

Chen,

Liu

2023

Buildings

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The success of construction projects heavily depends on the compliance of parties with ethical codes of conduct. Unethical pro-organizational behavior (UPB) may serve as a barrier to close collaboration between parties. Although empowering leadership is generally considered to be beneficial to project management, this study argues that empowering leadership may unintentionally increase the tendency of employees to adopt UPB. The aim of this study is to uncover the influencing mechanism underlying empowering leadership and UPB by introducing the mediating role of role stress. It is hypothesized that empowering leadership can enhance employees’ role stress, thereby increasing the engagement of UPB. Moreover, organizational goal clarity can ease the negative effect of empowering leadership. With data collected from experienced construction professionals, the results of the covariance-based structural equation modeling (CB-SEM) supported the hypothesis. The findings help in understanding why employees may adopt unethical behaviors when they feel high levels of role stress that are caused by empowerment. Theoretically, the study enriches the literature on empowering leadership and UPB in the construction context. In practice, managers are reminded about the adverse effect of empowering leadership on employees’ unethical behaviors. Organizational management tools are suggested to assist in assigning work appropriate to employees’ roles. Regular checks and feedback about organizational goals are also necessary to confirm compliant behaviors and progress.

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Antecedents of organization ambidexterity: A comparative study of public and private sector organizations

Priyanka

Jain²,

Dhir³

2022

Technology in Society

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Time pacing of product development: The influence of goal clarity and autonomy

Cited by 5 publications

References 60 publications

Tomorrow is already here: Exploring how corporate foresight can contribute to ambidexterity

Tomorrow is already here: Exploring how corporate foresight can contribute to ambidexterity

The Dark Side of Empowering Leadership: How Empowering Leadership Affects Unethical Pro-Organizational Behavior in Construction Projects

Antecedents of organization ambidexterity: A comparative study of public and private sector organizations

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