Using the Inquiry-based Learning Approach to Enhance Student Innovativeness: A Conceptual Model

Individual innovativeness has become one of the most important employability skills for university graduates. In this paper, we focus on how students could be better prepared to be innovative in the workplace, and we argue that inquiry-based learning (IBL) – a pedagogical approach in which students follow the inquiry-based processes used by scientists to construct knowledge – can be effective for this purpose. Drawing on research which examines the social and cognitive micro-foundations of innovative behaviour, we develop a conceptual model that links IBL and student innovativeness, and introduce three teacher-controlled design elements that can influence the strength of this relationship, namely whether an inquiry is open or closed, discovery-focused or information focused and individual or teambased. We argue that an open, discovery-focused and team-based inquiry offers the greatest potential for enhancing students’ skills in innovation. This paper has several implications for higher education research and practice

Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes

The leadership research on individual differences is going through a period of revival. However, due to the substantial number of variables in this area and the different knowledge bases they are associated with (e.g., psychology, endocrinology, genetics), the literature is also becoming highly fragmented as it grows. This fragmentation is preventing different literature streams from effectively communicating with each other and synthesizing the rapidly expanding body of knowledge. Consequently, the continued growth of the individual differences literature is at risk. Therefore, we believe that classifying the relevant literature streams and reviewing the key variables in those streams will be beneficial. We do so by organizing this review and research agenda of the leadership literature on individual differences around the recent model developed by Antonakis, Day, and Schyns (2012). In doing so, we hope to unify some of the future research efforts around a recent and recognized conceptual model, and in turn facilitate communication between these different streams of literature. Moreover, insights from this literature also allow us to propose additions and refinements to the model of Antonakis, Day, and Schyns (2012) that may help scholars by indicating other fruitful areas for future research on individual differences

“Just look the other way”: Job seekers’ reactions to the irresponsibility of market-dominant employers

Past research on recruitment has shown that employer image predicts job seekers’ perceptions of organizational attractiveness. We contribute to this body of work by examining job seekers’ reactions to a market-dominant employer that has suffered from a case of corporate social irresponsibility (CSI). We show that job seekers’ reaction is buffered in the case of dominant employers’ wrongdoing. This effect is stronger for job seekers who are very interested in working in the dominant employers’ industry. Market dominance, however, reduces the negative impact of CSI only under certain circumstances. We find that market dominance provides a buffer against the negative effect of CSI only when (1) CSI is directly relevant to the domain of performance of the organization and (2) job seekers feel very certain about their attitudes toward the organization. In two experiments with participants actively looking for employment at the time of study, we tested a model of moderated mediation examining how market dominance and CSI influence perceived employer ethicality and perceived employer competence. These two variables, in turn, explain how job seekers form perceptions of organizational attractiveness. This is the first study to explore how job seekers react to potential employers that are dominant in a market but have suffered from a CSI incident. The study identifies the boundary conditions that explain why sometimes market-dominant employers can emerge relatively unscathed in the eyes of job seekers following CSI. The research opens important managerial implications concerning the recruitment efforts of organizations that have suffered from CSI

Guest editorial: Psychological micro-foundations of business-to-business decision making

No abstract available.http://www.elsevier.com/locate/indmarman2020-11-01hj2020Gordon Institute of Business Science (GIBS

Handbook of teaching and learning at business schools: a practice-based approach

This timely Handbook investigates the many perspectives from which to reconsider teaching and learning within business schools, during a time in which higher education is facing challenges to the way teaching might be delivered in the future

Strategic Renewal: Core Concepts, Antecedents, and Micro Foundations

Strategic Renewal is an original research anthology offering insight into a subject area which, although critical for the sustained success of organizations, has received relatively little attention as distinct from the more general phenomenon of strategic change. Firstly, by providing a summary of the literature, this research anthology helps graduate students and new researchers grasp the current state of affairs in the field. Secondly, this research anthology will help update the knowledge base of the existing researchers in the field. By bringing together various studies, the research anthology determines the core concepts of the field and elucidates the key gaps and future research areas. Through contributions building on the knowledge bases of other disciplines, this research anthology develops an interdisciplinary research agenda, giving the reader an in-depth understanding of the mediating, moderating, and antecedent variables concerning strategic renewal. Strategic Renewal aims to provide a state-of-understanding to the subject, as well as a clear picture of the cross-disciplinary landscape that informs the subject. Thus, this research anthology is essential reading for managers, consultants, and other practitioners, as well as students and scholars of business

Management Teams' Regulatory Foci and Organizational Unit's Exploratory Innovation: The Mediating Role of Coordination Mechanisms

We further current understanding about the role of management teams in driving exploratory innovation by proposing that the regulatory focus of an organizational unit's management team is a key antecedent of the unit's level of exploratory innovation, and by clarifying the organizational coordination mechanisms through which this antecedent generates the unit's exploratory innovation. Our results, based on a survey of 748 managers from 69 organizational units of a large multinational semiconductor company, indicate that the promotion focus of a unit's management team relates positively to the unit's exploratory innovation. In contrast, prevention focus has a marginal negative effect. These effects are mediated by the management team's use of decentralization and connectedness. Our research advances theory development regarding the micro-foundations of organizational innovation and increases our understanding of how the views of a unit's management team are reflected in the unit's level of exploratory innovation and therefore impact the unit's chances of survival