Chris Carter, Richard Badham, Andrea Whittle, Stewart Clegg
<p>Chris Carter</p><p>University of Edinburgh, Edinburgh, Scotland, United Kingdom</p><p><b>Abstract</b></p><p>This dialogue engages in some reflection on the role of power in management and organization studies, prompted by the publication of the second edition of <i>Frameworks of Power</i>, by Stewart R. Clegg (2023). The dialogue includes contributions by Chris Carter, Richard Badham and Andrea Whittle and some thoughts in response by Stewart Clegg. The dialogue begins with an overview by Chris Carter, and then the further contributions both denounce the ‘forgetting of power’ in current views of organizational phenomena—such as leadership, team behaviour and resilience—in which differences in interests and in freedom of choice seem to be missing in action. Andrea Whittle first introduces the relationship between power and leadership, as a neglected topic, followed by Richard Badham, recalling lessons from the past that should not be forgotten. Reflecting on the dialogue, Stewart Clegg responds by relating power's salient dimensions and types to the model of circuits of power and calls for a resuscitation of some classically European management and organization theory ways of thinking about power and democracy.</p><p><b>Keywords</b>: circuits of power, democracy, dimensions of power, future-making, leadership, organizations, power relations</p><p><b>Absences</b></p><p>Over the past 30 years, management and organization studies' theory has expanded considerably, becoming more sophisticated in its theoretical and methodological range. Yet, it often sidesteps crucial aspects of power and politics. Given the undeniable and urgent presence of power and politics in everyday organizational life, this oversight is surprising. Whether it is a profitable business school facing budget cuts from the central university in which it is situated, a government slashing arts' spending to balance the books, a significant supermarket chain squeezing the margins on one of its suppliers, or wealthy polluting countries blocking strong measures to mitigate climate change, these are all demonstrations of power and politics. Power creates winners and losers. Within the broad canon of organization and management theory, there are researchers addressing these issues, but it is rarely the go-to explanation. Instead, our research often fails to confront issues of power and politics directly. As Hardy & Clegg (1996) once said, ‘some dare call it power’, yet three decades on, most researchers prefer to remain quiet on this issue. The complex architectonics of institutional theories' logics and works or the mystical chicanery of process theory often trump the focus on power and politics. Or it might be a case that power hides in plain sight. Early theorists of the modern era of organization theory, which arguably commenced in the 1960s, were more attuned to researching power and politics (Clegg 1975; Pettigrew 1972). Their contributions remain relevant 50 years after their
作为 Routledge Library Editions 的一卷再版：组织：理论与行为》第 9 卷。 Clegg, S.R., Courpasson, D. & Phillips, N. (2006) Power and organizations.https://doi.org/10.4135/9781446215715 Clegg, S.R., Cunha, M.P. & Berti, M. (2022) Research movements and theorizing dynamics in management and organization studies.https://doi.org/10.5465/amr.2018.0466 Connell, R.W. (1977) Ruling class, ruling culture.剑桥大学出版社：https://doi.org/10.1017/CBO9781139085076 Cook, K.S., Cheshire, C. & Gerbasi, A. (2018) Power, dependence, and social exchange theory.In： P.J. Burke (Ed.) Contemporary social psychological theories.Berlin：De Gruyter, pp. Crenson, M. (1971) The un-politics of air pollution: a study of non-decision-making in the cities.巴尔的摩，马里兰州：约翰-霍普金斯大学出版社。 Cunha, M.P.E., Clegg, S.R., Rego, A. & Berti, M. (2021) Paradoxes of power and leadership.伦敦：Routledge. Cunha, M.P.E., Clegg, S.R., Rego, A. & Berti, M. (2021) Paradoxes of power and leadership. London: Routledge.伦敦：https://doi.org/10.4324/9781351056663 Cunha, M.P.E., Clegg, S., Rego, A. & Simpson, A.V. (2024) Drawing on the dark triad to teach effective leadership is dangerous, irresponsible, and bad theory.管理学院学习与教育》，https://doi.org/10.5465/amle.2022.0326 Davenport, S. & Leitch, S. (2005) Circuits of power in practice: Strategic ambiguity as delegation of authority.https://doi.org/10.1177/0170840605054627 Follett, M.P. (1987) Freedom and co-ordination.纽约：New York: Garland. Gallarotti (Ed).Follett, M. P. (1987) Freedom and co-ordination： 政治权力研究演变论文集》。London：Routledge. Hardy, C. & Leiba-O'Sullivan, S. (1998) The power behind empowerment: implications for research and practice. Human Relations, 51(4), 451-483.https://doi.org/10.1177/001872679805100402 Harrahill, K., Macken-Walsh, Á. & O'Neill, E. (2023) Identifying primary producers' positioning in the Irish bioeconomy using social network analysis.https://doi.org/10.1016/j.clcb.2023.100042 Haslam, S.A., Alvesson, M. & Reicher, S.D. (2024) Zombie leadership: dead ideas that still walk among us.https://doi.org/10.1016/j.leaqua.2023.101770 Hillman, A.J., Withers, M.C. & Collins, B.J. (2009) Resource dependence theory: a review.https://doi.org/10.1177/0149206309343469 Hutchinson, M., Vickers, M.H., Jackson, D. & Wilkes, L. (2010) Bullying as circuits of power: an Australian nursing perspective.https://doi.org/10.2753/ATP1084-1806320102 Lukes, S. (1974) Power: a radical view.伦敦：https://doi.org/10.1007/978-1-349-02248-9 Lukes, S. (2005) Power: a radical view. 第 2 版。伦敦：麦克米伦出版社：https://doi.org/10.1007/978-0-230-80257-5 Naylor, S. (2023) Robodebt, Kafka and institutional absurdism in Australia.https://doi.org/10.1177/1037969X231211620 Niesche, R. (2016) Zombie leadership, a différend and deconstruction.In： G. Lakomski, S. Eacott & C.W. Evers (Eds.) Questioning leadership: new directions for educational organisatio
{"title":"Reconstituting the centrality of power in management and organization studies","authors":"Chris Carter, Richard Badham, Andrea Whittle, Stewart Clegg","doi":"10.1111/emre.12663","DOIUrl":"10.1111/emre.12663","url":null,"abstract":"<p>Chris Carter</p><p>University of Edinburgh, Edinburgh, Scotland, United Kingdom</p><p><b>Abstract</b></p><p>This dialogue engages in some reflection on the role of power in management and organization studies, prompted by the publication of the second edition of <i>Frameworks of Power</i>, by Stewart R. Clegg (2023). The dialogue includes contributions by Chris Carter, Richard Badham and Andrea Whittle and some thoughts in response by Stewart Clegg. The dialogue begins with an overview by Chris Carter, and then the further contributions both denounce the ‘forgetting of power’ in current views of organizational phenomena—such as leadership, team behaviour and resilience—in which differences in interests and in freedom of choice seem to be missing in action. Andrea Whittle first introduces the relationship between power and leadership, as a neglected topic, followed by Richard Badham, recalling lessons from the past that should not be forgotten. Reflecting on the dialogue, Stewart Clegg responds by relating power's salient dimensions and types to the model of circuits of power and calls for a resuscitation of some classically European management and organization theory ways of thinking about power and democracy.</p><p><b>Keywords</b>: circuits of power, democracy, dimensions of power, future-making, leadership, organizations, power relations</p><p><b>Absences</b></p><p>Over the past 30 years, management and organization studies' theory has expanded considerably, becoming more sophisticated in its theoretical and methodological range. Yet, it often sidesteps crucial aspects of power and politics. Given the undeniable and urgent presence of power and politics in everyday organizational life, this oversight is surprising. Whether it is a profitable business school facing budget cuts from the central university in which it is situated, a government slashing arts' spending to balance the books, a significant supermarket chain squeezing the margins on one of its suppliers, or wealthy polluting countries blocking strong measures to mitigate climate change, these are all demonstrations of power and politics. Power creates winners and losers. Within the broad canon of organization and management theory, there are researchers addressing these issues, but it is rarely the go-to explanation. Instead, our research often fails to confront issues of power and politics directly. As Hardy & Clegg (1996) once said, ‘some dare call it power’, yet three decades on, most researchers prefer to remain quiet on this issue. The complex architectonics of institutional theories' logics and works or the mystical chicanery of process theory often trump the focus on power and politics. Or it might be a case that power hides in plain sight. Early theorists of the modern era of organization theory, which arguably commenced in the 1960s, were more attuned to researching power and politics (Clegg 1975; Pettigrew 1972). Their contributions remain relevant 50 years after their","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"21 2","pages":"263-276"},"PeriodicalIF":3.4,"publicationDate":"2024-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/emre.12663","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141783652","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Guillermo Antonio Dávila, Tatiana Andreeva, Alf Steiner Sætre
With the increasing recognition of the value of external knowledge, organisations are interested in understanding how to boost their absorptive capacity. Social integration mechanisms have been theorised as a key predictor of absorptive capacity, both as a necessary condition for the development of its dimensions (knowledge acquisition, assimilation, transformation and application) and as a contingency factor that influences the relationships between these dimensions. However, the empirical evidence that explores these ideas is limited. To address this, we explore the survey data from 145 Brazilian firms and find that social integration mechanisms play a controversial role in absorptive capacity. Without a certain level of social integration mechanism usage, high levels of the absorptive capacity dimensions are not possible. However, social integration mechanisms also dampen the positive effects of knowledge acquisition on knowledge assimilation and transformation. Therefore, the highest level of usage of social integration mechanisms is not always beneficial for organisations.
{"title":"Using social integration mechanisms to boost absorptive capacity: Walking a tightrope","authors":"Guillermo Antonio Dávila, Tatiana Andreeva, Alf Steiner Sætre","doi":"10.1111/emre.12667","DOIUrl":"https://doi.org/10.1111/emre.12667","url":null,"abstract":"With the increasing recognition of the value of external knowledge, organisations are interested in understanding how to boost their absorptive capacity. Social integration mechanisms have been theorised as a key predictor of absorptive capacity, both as a necessary condition for the development of its dimensions (knowledge acquisition, assimilation, transformation and application) and as a contingency factor that influences the relationships between these dimensions. However, the empirical evidence that explores these ideas is limited. To address this, we explore the survey data from 145 Brazilian firms and find that social integration mechanisms play a controversial role in absorptive capacity. Without a certain level of social integration mechanism usage, high levels of the absorptive capacity dimensions are not possible. However, social integration mechanisms also dampen the positive effects of knowledge acquisition on knowledge assimilation and transformation. Therefore, the highest level of usage of social integration mechanisms is not always beneficial for organisations.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"61 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141739435","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Recent research shows that business groups matter in developed institutional settings. However, little is known about why business groups influence affiliate performance in such environments. Using a resource dependence lens, we explain how the business group effect may be contingent on a firm's industry environment. Consistent with a resource dependence perspective, our variance decomposition analysis of 3,733 firms in Western Europe (2006–2021) shows that the business group effect is significantly larger in less munificent and more complex industry environments. However, contrary to this perspective, our results also reveal that business groups matter more in less dynamic industry environments. Overall, by examining the importance of the industry environment in explaining how much business groups matter, this paper contributes to a more nuanced understanding of the business group effect in developed markets and provides several directions for future research in this domain.
{"title":"A resource dependence perspective on the business group effect in developed markets: Evidence from Western European firms","authors":"Timo Sohl, Anaïs Hamelin, Markus A. Fitza","doi":"10.1111/emre.12664","DOIUrl":"https://doi.org/10.1111/emre.12664","url":null,"abstract":"Recent research shows that business groups matter in developed institutional settings. However, little is known about why business groups influence affiliate performance in such environments. Using a resource dependence lens, we explain how the business group effect may be contingent on a firm's industry environment. Consistent with a resource dependence perspective, our variance decomposition analysis of 3,733 firms in Western Europe (2006–2021) shows that the business group effect is significantly larger in less munificent and more complex industry environments. However, contrary to this perspective, our results also reveal that business groups matter more in less dynamic industry environments. Overall, by examining the importance of the industry environment in explaining how much business groups matter, this paper contributes to a more nuanced understanding of the business group effect in developed markets and provides several directions for future research in this domain.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"69 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141739436","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This research analyzes the effects of size on the financial decisions of unlisted small‐ and medium‐sized enterprises (SMEs) engaged in external growth. Among 259 French SMEs that undertook external growth investments, this effort accelerated their growth trajectories when they were able to overcome financial constraints specific to their size. Despite the resulting loss of control, financing of external growth thus requires equity raising. In the specific context of consolidating sectors, in which increasing size is vital, operations can be financed partly by share‐based payments. In this way, targets' owners remain shareholders and benefit from the improved performance brought about by consolidation.
{"title":"Size and financing of external growth strategies among small and medium enterprises","authors":"Ludivine Chalençon, Alain Marion","doi":"10.1111/emre.12666","DOIUrl":"https://doi.org/10.1111/emre.12666","url":null,"abstract":"This research analyzes the effects of size on the financial decisions of unlisted small‐ and medium‐sized enterprises (SMEs) engaged in external growth. Among 259 French SMEs that undertook external growth investments, this effort accelerated their growth trajectories when they were able to overcome financial constraints specific to their size. Despite the resulting loss of control, financing of external growth thus requires equity raising. In the specific context of consolidating sectors, in which increasing size is vital, operations can be financed partly by share‐based payments. In this way, targets' owners remain shareholders and benefit from the improved performance brought about by consolidation.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"29 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141576740","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The COVID‐19 pandemic presented a scenario of radical uncertainty that hospitals had to manage. Two strands of research can illuminate this management. The first puts forward the high‐reliability organization (HRO) principles that the hospital sector has applied for two decades. The second is based on pragmatism and underscores experimental, trial‐and‐error strategies appropriate for radical uncertainty. This strategy, utilized primarily in the political governance of crises, can be applied in hospital management as well. The results of our qualitative research into French hospitals (109 online interviews over 2020–2021) highlight the importance of pragmatic rationality in crisis management based on organizing collective inquiries. This concept of pragmatic rationality questions the notion of reliability, sticking to pre‐existing performance standards not applicable in such contexts. It invites to propose the concept of high pragmatic organization based on five principles that partially integrate those of an HRO.
{"title":"From reliability to pragmatism: Hospital management in the context of radical uncertainty","authors":"Hervé Dumez, Etienne Minvielle","doi":"10.1111/emre.12665","DOIUrl":"https://doi.org/10.1111/emre.12665","url":null,"abstract":"The COVID‐19 pandemic presented a scenario of radical uncertainty that hospitals had to manage. Two strands of research can illuminate this management. The first puts forward the high‐reliability organization (HRO) principles that the hospital sector has applied for two decades. The second is based on pragmatism and underscores experimental, trial‐and‐error strategies appropriate for radical uncertainty. This strategy, utilized primarily in the political governance of crises, can be applied in hospital management as well. The results of our qualitative research into French hospitals (109 online interviews over 2020–2021) highlight the importance of pragmatic rationality in crisis management based on organizing collective inquiries. This concept of pragmatic rationality questions the notion of reliability, sticking to pre‐existing performance standards not applicable in such contexts. It invites to propose the concept of high pragmatic organization based on five principles that partially integrate those of an HRO.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"49 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141551460","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Whether corporate political activity (CPA) benefits firm performance is contested in the literature. However, the CPA‐performance relationship has been less explored in the international business context or in the context of macroeconomic shocks—notably the global financial crisis—during which multinational enterprises (MNEs) may be forced to revisit their market and non‐market strategies. In this study, we draw upon insights from the institutional theory and legitimacy perspectives to argue that the performance consequences of MNEs' lobbying in a host market are contingent upon the MNE's experience of operating in the host market, their lobbying frequency, and the subsidiary's technological intensity. The empirical analysis used to test our hypotheses is based on a panel dataset of 224 subsidiaries of foreign MNEs operating in the United States, spanning the 8‐year period 2005–2013, covering the years of the financial crisis. We find support for most of our hypotheses and contribute to the performance implications of CPA in international business contexts.
{"title":"Multinational enterprises' lobbying and foreign subsidiary performance: Evidence from the U.S. in the context of the global financial crisis","authors":"Vikrant Shirodkar, Palitha Konara","doi":"10.1111/emre.12655","DOIUrl":"https://doi.org/10.1111/emre.12655","url":null,"abstract":"Whether corporate political activity (CPA) benefits firm performance is contested in the literature. However, the CPA‐performance relationship has been less explored in the international business context or in the context of macroeconomic shocks—notably the global financial crisis—during which multinational enterprises (MNEs) may be forced to revisit their market and non‐market strategies. In this study, we draw upon insights from the institutional theory and legitimacy perspectives to argue that the performance consequences of MNEs' lobbying in a host market are contingent upon the MNE's experience of operating in the host market, their lobbying frequency, and the subsidiary's technological intensity. The empirical analysis used to test our hypotheses is based on a panel dataset of 224 subsidiaries of foreign MNEs operating in the United States, spanning the 8‐year period 2005–2013, covering the years of the financial crisis. We find support for most of our hypotheses and contribute to the performance implications of CPA in international business contexts.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"36 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140931367","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Xiao Wang, Li Zhu, Ricardo T. Xiang, Leven J. Zheng
Following on from reviews about social networks and entrepreneurship published more than 10 years ago, this article updates our knowledge by reviewing and grouping representative studies among 693 articles selected from the Web of Science. This review identifies research patterns in major subrealms, examines research achievements in the light of earlier reviews' suggestions discusses directions for further research, and develops an integrative framework to advance theory and empirical knowledge of social networks and entrepreneurship.
继 10 多年前发表的有关社会网络与创业精神的评论之后，本文通过对从科学网（Web of Science）上选取的 693 篇文章中的代表性研究进行回顾和分组，更新了我们的知识。这篇综述确定了主要子领域的研究模式，根据早期综述的建议审查了研究成果，讨论了进一步研究的方向，并建立了一个综合框架，以推进有关社会网络与创业的理论和实证知识。
{"title":"Revisiting the research on social networks and entrepreneurship: An integrative framework and research agenda","authors":"Xiao Wang, Li Zhu, Ricardo T. Xiang, Leven J. Zheng","doi":"10.1111/emre.12652","DOIUrl":"https://doi.org/10.1111/emre.12652","url":null,"abstract":"Following on from reviews about social networks and entrepreneurship published more than 10 years ago, this article updates our knowledge by reviewing and grouping representative studies among 693 articles selected from the Web of Science. This review identifies research patterns in major subrealms, examines research achievements in the light of earlier reviews' suggestions discusses directions for further research, and develops an integrative framework to advance theory and empirical knowledge of social networks and entrepreneurship.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"127 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140931399","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Family firms increasingly opt for an external succession route and sell shares to financial investors. Yet, not all family‐firm takeovers by financial investors are financially successful. To date, however, we lack a nuanced understanding of the conditions under which financial investors' family‐firm takeovers will succeed financially. Our fsQCA study builds on 52 interviews to reveal the interplay of three typical levers that financial investors use (i.e., operational, strategic, and governance measures), the market situation, and investor type. We identify three distinct roles (i.e., incentivizers, optimizers, and adjacent investors) that financial investors take in successful family‐firm takeover cases. We situate our findings in the literature on resources and their orchestration to explain how investors create value in each of the identified paths, and we contribute to the literature on family‐firm succession and the interplay of family firms and financial investors.
{"title":"The role of financial investors in successful family‐firm takeovers: A configurational approach","authors":"Nadine Kammerlander, Elias Kurta, Anne Heider","doi":"10.1111/emre.12651","DOIUrl":"https://doi.org/10.1111/emre.12651","url":null,"abstract":"Family firms increasingly opt for an external succession route and sell shares to financial investors. Yet, not all family‐firm takeovers by financial investors are financially successful. To date, however, we lack a nuanced understanding of the conditions under which financial investors' family‐firm takeovers will succeed financially. Our fsQCA study builds on 52 interviews to reveal the interplay of three typical levers that financial investors use (i.e., operational, strategic, and governance measures), the market situation, and investor type. We identify three distinct roles (i.e., incentivizers, optimizers, and adjacent investors) that financial investors take in successful family‐firm takeover cases. We situate our findings in the literature on resources and their orchestration to explain how investors create value in each of the identified paths, and we contribute to the literature on family‐firm succession and the interplay of family firms and financial investors.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"40 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140941794","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Some companies invest in fundamental research, but many struggle when developing novel in‐house scientific knowledge and integrating it into their new inventions. While the literature advocates revised approaches to better understand this phenomenon, we investigate the processes that lead to Simultaneous Discovery–Invention (SDI). By adopting an abductive process, we propose a model that highlights the mechanisms of SDI. Notably, we reveal that teams must preserve independence in creative exploration during scientific knowledge creation and invention generation while maintaining intensive original knowledge exchange among them. We also demonstrate that anomaly detection and peer validation mechanisms are mandatory for SDI. We evaluate our model with a case study in the food industry: the discovery that CRISPR–Cas9 is an adaptative defense immune system of bacteria and the associated innovations in this industry. Finally, we discuss the insights provided by our model and the implications of our case study.
{"title":"Simultaneous Discovery–Invention in Corporate R&D: Lessons from the CRISPR Case","authors":"Quentin Plantec, Pascal Le Masson, Benoît Weil","doi":"10.1111/emre.12653","DOIUrl":"https://doi.org/10.1111/emre.12653","url":null,"abstract":"Some companies invest in fundamental research, but many struggle when developing novel in‐house scientific knowledge and integrating it into their new inventions. While the literature advocates revised approaches to better understand this phenomenon, we investigate the processes that lead to Simultaneous Discovery–Invention (SDI). By adopting an abductive process, we propose a model that highlights the mechanisms of SDI. Notably, we reveal that teams must preserve independence in creative exploration during scientific knowledge creation and invention generation while maintaining intensive original knowledge exchange among them. We also demonstrate that anomaly detection and peer validation mechanisms are mandatory for SDI. We evaluate our model with a case study in the food industry: the discovery that CRISPR–Cas9 is an adaptative defense immune system of bacteria and the associated innovations in this industry. Finally, we discuss the insights provided by our model and the implications of our case study.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"19 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140882455","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ashok Ashta, Peter Stokes, Paul Hughes, Shlomo Tarba, Ofer Dekel‐Dachs, Peter Rodgers
In this paper, we examine the role played by compassion in leadership in intercultural situations. Focusing on the growing and important economic context of Indo‐Japanese business, we develop a model that identifies contingent factors that affect Japanese leaders' expressions of compassion in intercultural organizational contexts. We engage with the spiritual capital construct and analyse leaders' lived experiences leading to a novel extension of the well‐established Nested Spheres Model of Culture. By adopting an inductivist and social constructivist approach, semistructured interviews with Japanese business leaders operating in India are employed to generate data. The empirical data show how changes in time and place cause deeply embedded cultural values (such as compassion) to surface and become more explicit in leadership. The study also underlines the need to explore the wider spatial, temporal, and economic contingencies that affect both the dynamics of compassion in “intercultural” business situations and spiritual leadership in intercultural contexts.
{"title":"The expression of compassion in leadership in intercultural organizational situations: The case of Japanese leaders in India","authors":"Ashok Ashta, Peter Stokes, Paul Hughes, Shlomo Tarba, Ofer Dekel‐Dachs, Peter Rodgers","doi":"10.1111/emre.12650","DOIUrl":"https://doi.org/10.1111/emre.12650","url":null,"abstract":"In this paper, we examine the role played by compassion in leadership in intercultural situations. Focusing on the growing and important economic context of Indo‐Japanese business, we develop a model that identifies contingent factors that affect Japanese leaders' expressions of compassion in intercultural organizational contexts. We engage with the spiritual capital construct and analyse leaders' lived experiences leading to a novel extension of the well‐established Nested Spheres Model of Culture. By adopting an inductivist and social constructivist approach, semistructured interviews with Japanese business leaders operating in India are employed to generate data. The empirical data show how changes in time and place cause deeply embedded cultural values (such as compassion) to surface and become more explicit in leadership. The study also underlines the need to explore the wider spatial, temporal, and economic contingencies that affect both the dynamics of compassion in “intercultural” business situations and spiritual leadership in intercultural contexts.","PeriodicalId":47372,"journal":{"name":"European Management Review","volume":"59 1","pages":""},"PeriodicalIF":3.7,"publicationDate":"2024-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140828586","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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