http://repub.eur.nl/res/concept/jel-L29/ Recent publications classified by JEL Code L29 en http://repub.eur.nl/static-eur/img/logo.png http://repub.eur.nl http://repub.eur.nl/res/pub/9727/ 2007-03-21T00:00:00Z Leadership implies power. We argue, from a social embodiment perspective, that thinking about power involves mental simulations of vertical location. Three studies tested whether judgments of leaders’ power and information on a vertical location are interrelated. In Studies 1a-c, participants judged a leader's power after being presented with, among other information, an organization chart containing either a long or a short vertical line. A longer vertical line increased judged power. Study 2 showed that this effect persists when longer (vs. shorter) vertical lines are presented in an independent priming task and not in an organization chart, and that horizontal lines do not have the same effect. Finally, Studies 3a and 3b showed the reverse causal effect: Information about a leader’s power influenced participants’ vertical positioning of a leader’s box in an organization chart and of a leader picture into a team picture. Implications for leadership communication are discussed. Giessner, S.R. Schubert, T.W. http://repub.eur.nl/res/pub/7176/ 2005-12-19T00:00:00Z Both in theory as in practice insight is limited about how firms in dynamic environments could organize to manage concurrently both the strategic processes of competence building and competence leveraging. To contribute to this issue, a conceptual framework is developed which considers the ability to exchange knowledge across organization units as a prerequisite for firms to achieve both the goals of competence building and leveraging. The framework shows how several important managerial and organizational determinants, associated with cross-unit knowledge exchange, may stimulate competence-building processes and how they may stimulate competence-leveraging processes. The conceptual framework will be illustrated by two case studies in different contexts of Novartis, one of the leading European life-science companies. These two contexts of respectively ‘organization-enabled’ and ‘web-enabled’ knowledge exchange appear to be complementary. The conceptual framework and cases provide insight into (1) possibilities about how firms could organize to deal with the tension between competence building and leveraging processes, and (2) how managing the determinants of horizontal knowledge exchange can contribute to changing a firm’s actual mixture of competence building/leveraging processes into a more desired strategic mixture. Mom, T.J.M. Bosch, F.A.J. van den Volberda, H.W. http://repub.eur.nl/res/pub/6774/ 2005-04-29T00:00:00Z Balancing and synchronizing exploration and exploitation is fundamental to the competitive success of firms in dynamic environments. Despite the importance of reconciling exploration and exploitation within organizations, however, relatively little empirical research has examined this challenge facing numerous organizations. This study develops a multi-level framework and explores how ambidextrous organizations can successfully cope with both types of innovations across organizational units. It not only examines performance implications of organizational ambidexterity, but also investigates how organizational units develop exploratory and exploitative innovations. Results indicate that the most effective ambidextrous organizations balance exploratory and exploitative innovation by separating both types of activities in different organizational units. Moreover, findings demonstrate that organizational units require different types of combinative capabilities to influence their absorptive capacity, and subsequently, their exploratory and exploitative innovations. Jansen, J.J.P. http://repub.eur.nl/res/pub/1539/ 2004-08-30T00:00:00Z This paper focuses on governance modes for systemic innovation projects. The central question is: to what extent does the newness of a system and its components affect the most appropriate governance mode for component development projects? Component development projects can be performed by either the system developer, the component developer or by some combination of these parties in a collaborative governance mode. This paper presents a model to determine the most appropriate governance mode for component development depending on the newness of the system and the component. We include in our model considerations of both appropriation and integration of knowledge. We tested the model on thirty new service development projects for mobile telecommunications systems. The study shows support for the claim that misfit between the modeled and the actual governance modes negatively affects the performance of component innovation projects. Ende, J.C.M. van den Jaspers, F.P.H. http://repub.eur.nl/res/pub/1451/ 2004-08-06T00:00:00Z This paper presents an overview of recent empirical research on human resource competencies in Europe. The data were collected in 2002 in the global Human Resource Competence Study, an initiative of the University of Michigan. The results suggest that personal credibility and HR delivery have a positive effect on the relative ranking of the HR function and its professionals. According to non-HRM respondents strategic contribution is the competency that will lead to financial competitiveness, while HR managers consider business knowledge to be crucial for added value of the HR function. Boselie, J.P.P.E.F. Paauwe, J. http://repub.eur.nl/res/pub/1350/ 2004-07-08T00:00:00Z Developments in information technology (IT) are perceived to promote interorganizational cooperation within and across industry boundaries. IT-enabled cooperation has challenged the creation of interorganizational competitive advantages, as conceptualized in the Relational View (e.g., Dyer and Singh, 1998). The relationship between IT and the conversion of inter-firm value-creating opportunities into interorganizational competitive advantage is still unclear. In this paper, we have developed a conceptual framework regarding the relationship between IT and interorganizational resource complementarity, which is an important determinant of interorganizational competitive advantage. Our analysis suggests that cooperating organizations need to develop three distinctive but interrelated capabilities in order to effectuate interorganizational resource complementarity with regard to IT. We propose that these capabilities form a pre-condition for achieving interorganizational competitive advantage by means of IT-enabled interorganizational relationships. Preliminary support for our framework and proposition is provided by a case study of an interorganizational relationship between a large European financial services firm and a major European telecommunication firm. Vlaar, P.W.L. Bosch, F.A.J. van den Volberda, H.W. http://repub.eur.nl/res/pub/1263/ 2004-03-26T00:00:00Z A buy-out is a fundamental change in the structure of ownership that may affect the way employee relations develop within an organisation. Little is known about the impact of buyouts upon employee relations. This paper aims to address this gap. We focus on two main questions. First, what are the effects of a buy-out on employee relations in an organisation? Second, does the national institutional context affect the impact of buy-outs on employee relations? The paper reports changes to employee relations in buy-outs in the contrasting institutional environments of the UK and the Netherlands. Overall, we find that buy-outs positively affect HR practices with increases in training, employee involvement, the number of employees and pay levels. The positive effects appear to be significantly stronger in a less institutionalised environment like the UK than the more institutionalised environment of the Netherlands. Buy-outs raised HRM practices in the UK to a level closer although still below that of Dutch buy-outs. Bruining, J. Boselie, J.P.P.E.F. Wright, D.M. Bacon, N. http://repub.eur.nl/res/pub/251/ 2002-10-29T00:00:00Z This article examines the alleged links between 'partnership' forms of managing workplace relationships in Britain, and the development of intra-organisational 'trust'. The potential for mutually complementary linkages between the two are clear, in theory at least: partnership, as defined here, should produce, nurture and enhance levels of interpersonal trust inside organisations, while in turn trust, as defined here, legitimates and helps reinforce an organisation's 'partnership'. Qualitative evidence drawn from the self-reports of key participants in four partnership organisations provides considerable support for the claimed linkages, while also highlighting several weaknesses, discrepancies and pitfalls inherent in the process of pursuing trust through partnership. This research is of interest from a public policy perspective, most of all in the United Kingdom, where partnership is the favoured organisational model for the New Labour government, most trade unions, and many employers (not to mention the European Union) yet where an agreed definition of the idea has yet to emerge, and where still remarkably little is known about what partnership involves inside organisations. This analysis also seeks to restore the curiously neglected idea of trust to a position of central importance to the study of employment relations. Dietz, G.R. http://repub.eur.nl/res/pub/173/ 2002-03-01T00:00:00Z Based on measurements with 332 owner-managers, the global shape of the utility function (i.e., S-shaped versus concave or convex over the total range of outcomes) appears to discriminate organizational behavior. Whereas the degree of risk aversion, based on the local shape of the utility function, may be important in explaining owner-manager's trading behavior, the global shape of the utility function appears to drive more structural organizational behavior. Pennings, J.M.E. Smidts, A. http://repub.eur.nl/res/pub/120/ 2001-10-18T00:00:00Z The importance of electronic collaboration has risen as successful organisations recognize that they need to convert their intellectual resources into goods and services their customers will value. The shift from personal computing to interpersonal or collaborative computing has given rise to ways of working that may bring about better and more effective use of intellectual resources. Current efforts in managing knowledge have concentrated on producing, sharing and storing knowledge while business problems require the use of these intellectual resources to create value. This paper draws upon Nunamaker et. al.'s (2001) Intellectual Bandwidth Model to measure an organization's potential to create value. Following an analysis of initial data collected at the Netherlands branch of Cap-Gemini Ernst & Young, conclusions are drawn with respect to what it means for an organisation to be intelligent and how such organisations can create value through the use of information and collaboration technologies to increase its intellectual bandwidth. Qureshi, S. Vaart, A. van der Vreede, G-J. de Briggs, R.O. http://repub.eur.nl/res/pub/35/ 2000-07-07T00:00:00Z In the early transition era in Russia entry barriers for commercial banks were about absent. It resulted in the mushrooming of hundreds of small, poorly-endowed and inexperienced banks. In this paper we address the question whether the claimed benefits of low entry barriers - competition and market dynamics - have resulted. We use a sample of commercial saving banks for the 1994-97 period. We conclude that there were important mobility barriers and that the removal of entry barriers did not lead to intensified competition. Polos, L. Hannan, M.T. Carroll, G.R. http://repub.eur.nl/res/pub/10/ 2000-03-21T00:00:00Z Employees' Organizational Identification (OI) is measured in a customer service organization. Particularly the effects of employee communication and perceived external prestige (PEP) on OI were evaluated. Results show that employee communication affects OI more strongly than PEP. One aspect of employee communication, the communication climate, appears to play a central role: it mediates the impact on OI of the content of employee communication. These results suggest that the importance of how an organization communicates internally is even more vital than the question what is being communicated. Consequences of the results for managing and synchronizing internal and external communication are discussed. Smidts, A. Riel, C.B.M. van Pruyn, A.Th.H.