The mediating role of IT knowledge integration capability in the relationship between team performance and team climate

The latest advances in the field of communication tools and networks have led to the development of ‘mobile’ technologies. Mobile technologies provide workers with almost permanent access to their company’s Information System (IS) and continual availability of information in time and space, thereby contributing to the development of “mobile IS.” Mobile IS generate a reconstruction of the relationship between time and space, and act as catalysts of deeper social and human changes, leading to ambivalent effects in the field of management. More particularly, a paradox emerges with respect to mobile IS as they can be considered in turn as instruments of autonomy and freedom or control of distance activities. To what extent are the interactions between mobile IS and organizational actors liable to change the company’s control systems? In this paper, we argue that a Foucauldian approach can enrich our understanding of the evolution of organizational control linked to mobile IS. We present the results of four case studies (based on 85 semi-structured interviews and 10 days of observation). This research shows the relevance of Foucault’s conceptual framework (linking discourses, discipline and ethics) to explore the interactions between IS, the organization and individual actors, in a political perspective

Transformational leadership and innovation at the Lebanese banking industry

Purpose: Transformational leadership (TL) has been recognized as one of the most important factor influencing innovation. It is argued that this style plays an essential role in developing the process, structure and climate for organizations to become innovative. This research aims to examine the impact of TL on two aspects of innovation namely product and process innovation. Design/Methodology/Approach: The quantitative and explanatory analysis was taken by using the Structural equations modeling (SEM) with AMOS 20 to examine the relationship between TL and innovation. Research data were collected through a survey method. The sample result was determined by the probability stratified sampling technique of about 310 employees at 27 banks in Lebanon. Findings: The findings confirmed the importance of TL in enhancing innovation in banking sector. The main implication of the research highlights that individualized consideration is the most important predictor of product and process innovation followed by, inspirational motivation and idealized influence, respectively, whereas, intellectual stimulation has insignificant influence on product and process innovation. Practical Implications: Findings point to how transformational style of leadership produce better outcomes for the banks by mobilizing employees to engage in innovative products and processes. Originality/Value: These findings extends the understanding of the processes through which transformational styles of leadership stimulate innovation, and also highlight the benefits gained by cultivating more transformational styles of leadership to generate more innovative outcomes.peer-reviewe

Exploring supportive and defensive communication behavior and psychological safety between supervisors and their subordinates

Master's Project (M.A.) University of Alaska Fairbanks, 2015This project explores the relationship between supportive and defensive communication behavior and psychological safety in the organizational setting. A paper and pencil survey measuring team psychological safety and supportive and defensive communication behaviors was administered to participants in the northwestern region of the United States. Supervisor use of supportive communication behavior was hypothesized to be positively correlated with employee psychological safety. Support was found for the hypothesis. This research sought to expand the scope of our understanding of psychological safety in an organizational setting while highlighting the benefits of using supportive communication behavior

The Impact of an Executive High Performance Work System on Business Model Innovation

Business model innovation is a phenomenon that has been gaining traction since the 1990s. Recently, a global survey of more than 4,000 senior managers by the Economic Intelligence Unit found that business model innovation was overwhelmingly preferred versus new products and new services (Amit & Zott, 2012). Both executives as well as practitioners suggest that business model innovation is ideal for future competitive advantage (Amit & Zott, 2012; Foss & Saebi, 2017). Increasing competition, globalization, and rapid changes in technology have all provided the impetus for organizations to reconsider the approaches they use to manage their numerous resources and capabilities, in order to achieve and maintain their competitive advantage (Cuskelly et al., 2006). Organizations have to implement strategies to differentiate themselves from competitors so as to create value for their various stakeholders (Ridder et al., 2012). For instance, organizations, such as non-profit organizations (NPOs), are faced with increasing pressure to make efficient use of their resources (Ridder et al., 2012). The top management team in an organization is responsible for creating value in their organizations through their management of organization capabilities and resource allocation. Many scholars (Akinlade & Shalack, 2017; Brown & Yoshioka, 2003; Barkema & Shvyrkov, 2007) have suggested the importance of human resources, such as top management team knowledge, skills, and abilities for achieving organizational goals. Although the research has received little attention (Chen et al., 2016), the implementation of an executive high-performance work system is suggested to create an ideal TMT behavior and composition. Compared to high-performance work system at the employee level, high performance work system at the executive level aims to “improve team collaboration and effectiveness among strategic decision makers and thus produce widespread effects on firm strategic and financial results” (Chen et al., 2016: 920). I show how the executive high-performance work system (Lin & Shih, 2008; Chen et al., 2016) creates a top management team that will pursue business model innovation. My dissertation is intended to contribute to the business model innovation literature (Foss & Saebi, 2017) and the high-performance work system literature (Huselid, 1995; Posthuma et al., 2013). First, I conceptualize executive high-performance work system as an HR system to enhance the effectiveness of TMT to pursue business model innovation. Second, I investigate entrepreneurial orientation, creative climate, and strategic agility as mediators of the executive high-performance work system and business model innovation relationship. I used established scales of entrepreneurial orientation, creative climate and complemented Hock and colleagues’ (2016) strategic agility scale by including the 5 subcomponents for each component of strategic agility: strategic sensitivity, collective commitment, and resource fluidity. To analyze the model, I collected data from a sample of dean’s office team business schools in USA listed in the Association to Advance Collegiate Schools of Business (AACSB) website to understand how top management teams operate within an independent business unit. I sent questionnaires to the dean’s office team using a Qualtrics survey link via email. Further details are provided in Chapter 4. In addition to contributing to research, the dissertation contributes to managerial practice. The executive high-performance work system developed in this dissertation should create a top management team who will more likely become strategically agile in order to keep the organization at a competitive advantage. Additionally, the executive high-performance work system should develop and further enhance the skills, knowledge, and abilities of the top management team members as well as influence their decision-making and interaction-processes. Development of skills, knowledge, and abilities of top management team members is crucial in the given context with myriad of uncertainties such as receiving resource support from the Board of Trustees, balancing institutional pressures from the Board of Trustees and the local community