Pub Date : 2023-01-02DOI: 10.1080/00208825.2023.2180219
Elisabeth F. Mueller, S. Fuchs
Abstract Working across companies in regional clusters has become a common practice, but there is limited research on the socio-psychological processes that bind cluster actors. Therefore, this study investigates the factors that hold regional clusters and their actors together. We combine research on social identity theory and organizational citizenship behavior with cluster research to advance knowledge of identification processes and citizenship behaviors in regional clusters. The results of a survey of cluster actors in a sensor technology cluster in Germany show that not all antecedents of identification considered important in organizational contexts play a role in cluster actors’ identification with the cluster. Cluster distinctiveness, visible cluster affiliation, and group formation are relevant but cluster prestige and inter- and intra-cluster competition are not. The results also emphasize the importance of cluster identification for cluster actors’ willingness to exhibit citizenship behavior and the importance of these behaviors as predictors of sustained cluster effectiveness.
{"title":"What holds a regional cluster together? The role of cluster actors’ identification and citizenship behavior for the effectiveness of a regional cluster","authors":"Elisabeth F. Mueller, S. Fuchs","doi":"10.1080/00208825.2023.2180219","DOIUrl":"https://doi.org/10.1080/00208825.2023.2180219","url":null,"abstract":"Abstract Working across companies in regional clusters has become a common practice, but there is limited research on the socio-psychological processes that bind cluster actors. Therefore, this study investigates the factors that hold regional clusters and their actors together. We combine research on social identity theory and organizational citizenship behavior with cluster research to advance knowledge of identification processes and citizenship behaviors in regional clusters. The results of a survey of cluster actors in a sensor technology cluster in Germany show that not all antecedents of identification considered important in organizational contexts play a role in cluster actors’ identification with the cluster. Cluster distinctiveness, visible cluster affiliation, and group formation are relevant but cluster prestige and inter- and intra-cluster competition are not. The results also emphasize the importance of cluster identification for cluster actors’ willingness to exhibit citizenship behavior and the importance of these behaviors as predictors of sustained cluster effectiveness.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"106 1","pages":"40 - 62"},"PeriodicalIF":1.4,"publicationDate":"2023-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77919547","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-02DOI: 10.1080/00208825.2023.2174924
Chin-Ju Tsai, Kun Qiao
Abstract Building on person-supervisor fit and implicit leadership theories, we examined the effect of the fit between expected and observed leadership behaviors on employee satisfaction in a cross-cultural context. The data we analyzed had been collected from 237 Chinese employees who reported directly to 40 expatriate senior managers. The results of the polynomial regression analyses and response surface modeling showed that a high degree of fit was associated with a high degree of supervisor satisfaction and that such satisfaction was higher when the expected and observed leadership behaviors exhibited a high level of alignment. Our study’s theoretical contributions and practical implications are discussed.
{"title":"A cross-cultural examination of the fit between expected and observed leadership behaviors and employee satisfaction: an empirical study of the expectations and satisfaction of Chinese employees toward the leadership behaviors of their expatriate supervisors","authors":"Chin-Ju Tsai, Kun Qiao","doi":"10.1080/00208825.2023.2174924","DOIUrl":"https://doi.org/10.1080/00208825.2023.2174924","url":null,"abstract":"Abstract Building on person-supervisor fit and implicit leadership theories, we examined the effect of the fit between expected and observed leadership behaviors on employee satisfaction in a cross-cultural context. The data we analyzed had been collected from 237 Chinese employees who reported directly to 40 expatriate senior managers. The results of the polynomial regression analyses and response surface modeling showed that a high degree of fit was associated with a high degree of supervisor satisfaction and that such satisfaction was higher when the expected and observed leadership behaviors exhibited a high level of alignment. Our study’s theoretical contributions and practical implications are discussed.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"5 1","pages":"19 - 39"},"PeriodicalIF":1.4,"publicationDate":"2023-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79822836","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-02DOI: 10.1080/00208825.2022.2148388
Stefano Di Lauro, Aizhan Tursunbayeva, Gilda Antonelli, Luigi Moschera
Abstract Building on previous values- and competencies-related scholarly research, in this paper we aimed to explore the relationship between espoused organizational values and competencies. We drew on LinkedIn data and focused on the top ten companies with “the best LinkedIn company pages” according to the annual #BestofPages contest launched by LinkedIn. The analysis revealed that values emphasis varied between individual companies and that only one company, the winner of the best LinkedIn company page context, had employees’ competencies fully aligned with the espoused organizational values. From the scholarly perspective, this research offers a piece of empirical evidence on the emphasis placed on espoused values in international organizations and provides a nontraditional approach for understanding competencies almost in real-time, which was labeled by previous scholars as a difficult problem. The analysis also helps to shed light not only on the existing versus needed/wanted competencies or their gaps but also provides an alternative approach to understanding how the competencies can mirror organizational values, evolve with them over time, and be better aligned to help organizations achieve their strategic aims. This is the practical contribution of this study.
{"title":"Alignment of employees’ competencies with espoused organizational values","authors":"Stefano Di Lauro, Aizhan Tursunbayeva, Gilda Antonelli, Luigi Moschera","doi":"10.1080/00208825.2022.2148388","DOIUrl":"https://doi.org/10.1080/00208825.2022.2148388","url":null,"abstract":"Abstract Building on previous values- and competencies-related scholarly research, in this paper we aimed to explore the relationship between espoused organizational values and competencies. We drew on LinkedIn data and focused on the top ten companies with “the best LinkedIn company pages” according to the annual #BestofPages contest launched by LinkedIn. The analysis revealed that values emphasis varied between individual companies and that only one company, the winner of the best LinkedIn company page context, had employees’ competencies fully aligned with the espoused organizational values. From the scholarly perspective, this research offers a piece of empirical evidence on the emphasis placed on espoused values in international organizations and provides a nontraditional approach for understanding competencies almost in real-time, which was labeled by previous scholars as a difficult problem. The analysis also helps to shed light not only on the existing versus needed/wanted competencies or their gaps but also provides an alternative approach to understanding how the competencies can mirror organizational values, evolve with them over time, and be better aligned to help organizations achieve their strategic aims. This is the practical contribution of this study.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"23 1","pages":"1 - 18"},"PeriodicalIF":1.4,"publicationDate":"2023-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90736155","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-02DOI: 10.1080/00208825.2022.2131228
E. Tavella
Abstract Strategy work in pluralistic organizations has been investigated from different perspectives, including Actor-Network Theory, Conventionalist Theory, and the social practice perspective. However, these perspectives have been used to understand and influence strategy work in “business-as-usual,” rather than disrupted contexts. There is a challenge in understanding practices and processes that underpin the strategy work of pluralistic organizations facing disrupted contexts. This paper uses a narrative literature review to suggest the “improvised order” perspective for studying such strategy work by synthesizing and connecting three theoretical concepts: (dis)order, space, and bricolage. The improvised order perspective offers a complementary lens to the literature on strategy work in pluralistic organizations by showing the complexity of navigating between disorder and order, transforming space, and bringing to the fore practices required for strategy work in disrupted contexts. This paper also offers a set of propositions, which can stimulate future research on strategy work in pluralistic organizations facing disrupted contexts.
{"title":"Strategizing in pluralistic organizations: extending theoretical frames to include disrupted contexts","authors":"E. Tavella","doi":"10.1080/00208825.2022.2131228","DOIUrl":"https://doi.org/10.1080/00208825.2022.2131228","url":null,"abstract":"Abstract Strategy work in pluralistic organizations has been investigated from different perspectives, including Actor-Network Theory, Conventionalist Theory, and the social practice perspective. However, these perspectives have been used to understand and influence strategy work in “business-as-usual,” rather than disrupted contexts. There is a challenge in understanding practices and processes that underpin the strategy work of pluralistic organizations facing disrupted contexts. This paper uses a narrative literature review to suggest the “improvised order” perspective for studying such strategy work by synthesizing and connecting three theoretical concepts: (dis)order, space, and bricolage. The improvised order perspective offers a complementary lens to the literature on strategy work in pluralistic organizations by showing the complexity of navigating between disorder and order, transforming space, and bringing to the fore practices required for strategy work in disrupted contexts. This paper also offers a set of propositions, which can stimulate future research on strategy work in pluralistic organizations facing disrupted contexts.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"93 1","pages":"185 - 204"},"PeriodicalIF":1.4,"publicationDate":"2022-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90627716","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-02DOI: 10.1080/00208825.2022.2131232
Chin-Ju Tsai
Abstract In this paper, we propose a theoretical framework delineating the conditions under which expatriate business leaders are likely to adjust their leadership behaviors and how leadership behavior adjustment is related to leader effectiveness. The adjustment of leadership behaviors in cross-cultural contexts has been argued to be crucial for the effectiveness of leadership; however, little effort has been made to conceptualize the relationship between leadership behavior adjustment and leader effectiveness. We propose that factors at multiple levels can influence leadership behavior adjustments and that there is a reciprocal relationship between leadership behavior adjustments, leadership behaviors, and leader effectiveness. The theoretical contributions and extensions of the framework and practical implications for expatriate business leaders and multinational companies are discussed.
{"title":"Cross-cultural leadership behavior adjustment and leader effectiveness: a framework and implications","authors":"Chin-Ju Tsai","doi":"10.1080/00208825.2022.2131232","DOIUrl":"https://doi.org/10.1080/00208825.2022.2131232","url":null,"abstract":"Abstract In this paper, we propose a theoretical framework delineating the conditions under which expatriate business leaders are likely to adjust their leadership behaviors and how leadership behavior adjustment is related to leader effectiveness. The adjustment of leadership behaviors in cross-cultural contexts has been argued to be crucial for the effectiveness of leadership; however, little effort has been made to conceptualize the relationship between leadership behavior adjustment and leader effectiveness. We propose that factors at multiple levels can influence leadership behavior adjustments and that there is a reciprocal relationship between leadership behavior adjustments, leadership behaviors, and leader effectiveness. The theoretical contributions and extensions of the framework and practical implications for expatriate business leaders and multinational companies are discussed.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"13 1","pages":"205 - 225"},"PeriodicalIF":1.4,"publicationDate":"2022-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77716239","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-08-25DOI: 10.1080/00208825.2022.2115369
D. De Clercq, Renato Pereira
Abstract This study unravels the link between employees’ exposure to peer-initiated task conflict—defined as the extent to which they perceive that coworkers systematically contest and attack their opinions—and their engagement in helping behavior. Beliefs about interpersonal conflict might mediate this link, and two personal resources, passion for work and collectivistic orientation, arguably have moderating roles. To test these predictions, this study relies on survey data from employees who work in the banking sector, which confirm that peer-initiated task conflict diminishes helping behavior, because the focal employees come to believe coworkers are responsible for their emotion-based quarrels. Employees’ passion for work and collectivistic orientation buffer this harmful dynamic. Organizations thus should recognize that exposure to overcritical colleagues can undermine voluntary work behaviors, as well as consider how they might help reduce the force of this negative dynamic by enabling employees to find ways to draw from their supportive personal resources.
{"title":"Mitigating the risk that peer-initiated task conflict escalates into diminished helping: roles of passion for work and collectivistic orientation","authors":"D. De Clercq, Renato Pereira","doi":"10.1080/00208825.2022.2115369","DOIUrl":"https://doi.org/10.1080/00208825.2022.2115369","url":null,"abstract":"Abstract This study unravels the link between employees’ exposure to peer-initiated task conflict—defined as the extent to which they perceive that coworkers systematically contest and attack their opinions—and their engagement in helping behavior. Beliefs about interpersonal conflict might mediate this link, and two personal resources, passion for work and collectivistic orientation, arguably have moderating roles. To test these predictions, this study relies on survey data from employees who work in the banking sector, which confirm that peer-initiated task conflict diminishes helping behavior, because the focal employees come to believe coworkers are responsible for their emotion-based quarrels. Employees’ passion for work and collectivistic orientation buffer this harmful dynamic. Organizations thus should recognize that exposure to overcritical colleagues can undermine voluntary work behaviors, as well as consider how they might help reduce the force of this negative dynamic by enabling employees to find ways to draw from their supportive personal resources.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"59 1","pages":"163 - 184"},"PeriodicalIF":1.4,"publicationDate":"2022-08-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80248844","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-03DOI: 10.1080/00208825.2022.2104020
V. Pereira
Abstract My investigation here focuses on the critical components of the role of management and organizational behavior, as broad topical areas. I first provide a brief background to the field of management and organizational behavior in detail. The aim of this paper is to elaborate on the prevailing research and then identify future research suggestions in the field of management and organizational behavior research. I do this by drawing on existing research on this topic in prestigious journals.
{"title":"Mapping the past, present, and future of ISMO: a scoping review leading to future research objectives","authors":"V. Pereira","doi":"10.1080/00208825.2022.2104020","DOIUrl":"https://doi.org/10.1080/00208825.2022.2104020","url":null,"abstract":"Abstract My investigation here focuses on the critical components of the role of management and organizational behavior, as broad topical areas. I first provide a brief background to the field of management and organizational behavior in detail. The aim of this paper is to elaborate on the prevailing research and then identify future research suggestions in the field of management and organizational behavior research. I do this by drawing on existing research on this topic in prestigious journals.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"34 1","pages":"83 - 95"},"PeriodicalIF":1.4,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82714639","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-03DOI: 10.1080/00208825.2022.2072069
Obinna Alo, Sir Cary L. Cooper, A. Arslan, S. Tarba
Abstract The current article is one of the rare studies to specifically focus on the contextual conditions under which the learning-related actions of transformational supervisors’ help retailing supermarkets’ store managers to learn and engage in behaviors that produce creative outcomes. We use a qualitative research approach with the data based on in-depth semi structured interviews with 40 retailing supermarkets’ store managers in Nigeria, South Africa and the UK. Our findings show that transformational supervision significantly boosts store managers’ creativity, facilitated by fostering store managers’ learning orientation, creative role identity (CRI) and creative self-efficacy (CSE), in all three contexts. From our findings, we have developed a model that symbolize the role of transformational supervisors in fostering store managers’ creativity, which provides a baseline for supermarkets in (re)evaluating the significance of their leadership styles on follower creativity.
{"title":"Exploring the impacts of transformational supervision on supermarket store managers’ creativity: evidence from Nigeria, South Africa, and the United Kingdom","authors":"Obinna Alo, Sir Cary L. Cooper, A. Arslan, S. Tarba","doi":"10.1080/00208825.2022.2072069","DOIUrl":"https://doi.org/10.1080/00208825.2022.2072069","url":null,"abstract":"Abstract The current article is one of the rare studies to specifically focus on the contextual conditions under which the learning-related actions of transformational supervisors’ help retailing supermarkets’ store managers to learn and engage in behaviors that produce creative outcomes. We use a qualitative research approach with the data based on in-depth semi structured interviews with 40 retailing supermarkets’ store managers in Nigeria, South Africa and the UK. Our findings show that transformational supervision significantly boosts store managers’ creativity, facilitated by fostering store managers’ learning orientation, creative role identity (CRI) and creative self-efficacy (CSE), in all three contexts. From our findings, we have developed a model that symbolize the role of transformational supervisors in fostering store managers’ creativity, which provides a baseline for supermarkets in (re)evaluating the significance of their leadership styles on follower creativity.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"30 1","pages":"138 - 161"},"PeriodicalIF":1.4,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"76177499","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abstract Although the literature indicates the relevance of dynamic capabilities (DCs) in explaining heterogeneity in firm performance, there is a limited understanding of why some firms deploy DCs better than others do. Using a configurational approach grounded in strategic management, this article argues that the configuration of processes that build DCs matters for performance. Results based on data from 3,632 Brazilian firm-year observations support the assertion that DCs rely on single-process configuration. This finding suggests that the assumption of equifinality does not apply to this aspect of DCs, which extends the literature by offering empirical evidence to a point of division between scholars and contributes to practitioners by shedding light on one locus of competitive advantage in DCs.
{"title":"Not all roads lead to Rome: non-equifinality in dynamic capabilities and process configuration","authors":"Marlon Fernandes Rodrigues Alves, Simone Vasconcelos Ribeiro Galina","doi":"10.1080/00208825.2022.2072068","DOIUrl":"https://doi.org/10.1080/00208825.2022.2072068","url":null,"abstract":"Abstract Although the literature indicates the relevance of dynamic capabilities (DCs) in explaining heterogeneity in firm performance, there is a limited understanding of why some firms deploy DCs better than others do. Using a configurational approach grounded in strategic management, this article argues that the configuration of processes that build DCs matters for performance. Results based on data from 3,632 Brazilian firm-year observations support the assertion that DCs rely on single-process configuration. This finding suggests that the assumption of equifinality does not apply to this aspect of DCs, which extends the literature by offering empirical evidence to a point of division between scholars and contributes to practitioners by shedding light on one locus of competitive advantage in DCs.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"7 1","pages":"121 - 137"},"PeriodicalIF":1.4,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83804815","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-03DOI: 10.1080/00208825.2022.2072067
S. Ben Slimane, R. Coeurderoy, Hatem Mhenni
Abstract The purpose of this article is two-fold. First it proposes an integrative approach based on reporting cross-disciplinary and complementary literature on effects of digital transformation on SMEs. Second, it identifies the salient managerial dimensions of building a digital transformation strategy at the organizational level for SMEs. For that purpose, we undertook a systematic review of the literature. Our descriptive analysis highlights diverse but diffuse streams of academic literature dealing with the implications of digitization in terms of managerial challenges, with a predominance of “information systems and knowledge management” and “strategic” perspectives. In the content analysis, we identify an integrative framework of three managerial dimensions that should be viewed interdependently to succeed digital transformation in SMEs and thus should drive strategic change in a transformational context: (1) Rethinking digital infrastructures and processes and digital manager involvement, (2) Implementing new organizational and managerial mechanisms and (3) Identifying the responsibility of senior management in orchestrating change. Finally, the article outlines avenues for future research and underscores the need for a cross-disciplinary approach to support SMEs digital transformation.
{"title":"Digital transformation of small and medium enterprises: a systematic literature review and an integrative framework","authors":"S. Ben Slimane, R. Coeurderoy, Hatem Mhenni","doi":"10.1080/00208825.2022.2072067","DOIUrl":"https://doi.org/10.1080/00208825.2022.2072067","url":null,"abstract":"Abstract The purpose of this article is two-fold. First it proposes an integrative approach based on reporting cross-disciplinary and complementary literature on effects of digital transformation on SMEs. Second, it identifies the salient managerial dimensions of building a digital transformation strategy at the organizational level for SMEs. For that purpose, we undertook a systematic review of the literature. Our descriptive analysis highlights diverse but diffuse streams of academic literature dealing with the implications of digitization in terms of managerial challenges, with a predominance of “information systems and knowledge management” and “strategic” perspectives. In the content analysis, we identify an integrative framework of three managerial dimensions that should be viewed interdependently to succeed digital transformation in SMEs and thus should drive strategic change in a transformational context: (1) Rethinking digital infrastructures and processes and digital manager involvement, (2) Implementing new organizational and managerial mechanisms and (3) Identifying the responsibility of senior management in orchestrating change. Finally, the article outlines avenues for future research and underscores the need for a cross-disciplinary approach to support SMEs digital transformation.","PeriodicalId":55644,"journal":{"name":"INTERNATIONAL STUDIES OF MANAGEMENT & ORGANIZATION","volume":"30 1","pages":"96 - 120"},"PeriodicalIF":1.4,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78321787","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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