Discovering Gaps in Internationalization Competences of SMEs–a Comparative Case Study of Austrian SMEs

This article adds to the debate on internationalization competences of SMEs. After an examination of the most influential papers, we systematically discuss the role of individual and organizational competence gaps before and during the internationalization phase. In more detail, we raise the question what kinds of competences gaps hinder SMEs to go international and what competence gaps arise during the internationalization. This is done using a comparative case study design with competence gap data from twenty-four SMEs in China and Austria. Our research reveals severe differences in competence gaps among those SMEs who have internationalized and those who will internationalize theirs businesses. Indeed, we found out that while internationalized SMEs perceive organizational competence gaps as higher as individual ones – exactly the opposite is found at the SMEs working exclusively in their home markets. We conclude by proposing a systematic, continuous, and task-oriented allocation of the competence development efforts

Time perspectives and perceived effectiveness of peer coaching interventions between managers in an organisational context

This paper examines the influence of managers’ personal time perspectives on perceived peer coaching effectiveness. Relatively little research has been done on peer coaching in business environments and on how to incorporate personal time perspectives into peer coaching settings. This paper investigates the compatibility of different time perspectives within peer coaching relationships. Mixed method research was undertaken with 42 engineers in management positions in Germany at four interventions. The paper provides empirical evidence that perceived peer coaching effectiveness varies significantly with the combinations of the matched coaches’ and coachees’ preferred time perspectives. It also highlights the importance of meaning and proficiency, and raise questions for further research on perceived peer coaching effectiveness

Be like me: The effects of manager-supervisor alignment

Purpose: This study examines whether managerial capability fit between line-managers, middle-managers, and top-level managers enhances effectiveness. Design/methodology/approach: Effectiveness data and managerial capability ratings from more than 1,600 manager-supervisor dyads were collected in the United States and Germany. Polynomial regression was used to study the relation between manager-supervisor fit and managerial effectiveness. Findings: Our results indicate that the fit of managerial capabilities between a manager and his/her supervisor predicts the effectiveness of this manager. The most effective managers show particularly high managerial capabilities that are in line with predominantly high managerial capabilities of their supervisors. Two aspects are important: the manager-supervisor fit and the absolute capability level that both possess. The results further indicate that the importance of the manager-supervisor fit varies across lower, middle, and top-level management dyads. Research limitations/implications: This study contributes by advancing research on managerial capability fit conditions between managers and their supervisors as a central element in viewing and managing effectiveness of managers. Practical implications: This article informs managers, supervisors, and HR professionals about pitfalls in organizations that degrade effectiveness. Originality/value: This article shows how the alignment between managers and their supervisors relates to effectiveness in a large-scale study across different hierarchical levels

Under What Conditions Do Rules-Based and Capability-Based Management Modes Dominate?

Despite real changes in the work place and the negative consequences of prevailing hierarchical structures with rigid management systems, little attention has yet been paid to shifting management modes to accommodate the dynamics of the external environment, particularly when a firm’s operating environment demands a high degree of flexibility. Building on the resource-based view as a basis for competitive advantage, we posit that differences in the stability of an organization’s environment and the degree of managerial control explain variations in the management mode used in firms. Unlike other studies which mainly focus on either the dynamics of the external environment or management control, we have developed a theoretical model combining both streams of research, in a context frame to describe under what conditions firms engage in rules-based, change-based, engagement-based and capability-based management modes. To test our theoretical framework, we conducted a survey with 54 firms in various industries and nations on how their organizations cope with a dynamic environment and what management style they used in response. Our study reveals that the appropriate mode can be determined by analyzing purpose, motivation, knowledge and information, as well as the degree of complexity, volatility and uncertainty the firm is exposed to. With our framework, we attempt to advance the understanding of when organizations should adapt their management style to the changing business environment

Organizational Agility – Testing, Validity, and Reliability of a Diagnostic Instrument

The purpose of our research is to test the reliability and validity of a diagnostic instrument developed to evaluate multiple dimensions of organizational agility in a complex system comprised of culture, leadership, systems, and people. Data from survey responses from 1,162 participants from multiple departments in a city government in the Southeastern USA were gathered in 2014 and was then subjected to independent testing. Results of the statistical testing using factor analysis, principle component analysis (PCA), and Cronbach’s alpha provide strong support for the diagnostic instrument as a valid and reliable tool to assess the perception of the components and dimensions of organizational agility