Top management in organizations must effectively retain middle managers (MMs)—who are central linking pins in strategy processes—as loss of their human and social capital can threaten strategy ...implementation. While long envisioning how leaders motivate subordinates to stay, management scholars have largely neglected how teams in which leaders belong (e.g., top management teams TMT) constitute an organizational context that moderates their ability to retain subordinates. Building on recent theory and research that a leader's humility discourages subordinates from voluntarily departing by increasing their job satisfaction, we propose that faultlines in TMTs can exert cross-level effects attenuating how humble executives sustain MMs' job satisfaction, and how MMs' job dissatisfaction drives their voluntary turnover. We verify these effects with a multisource, multiphase dataset of 43 TMTs, 313 top executives, and 502 MMs. Our study thus bridges the macro and micro divide to offer a multilevel inquiry into contextual influences on voluntary turnover, identifies a boundary condition for leader humility effects, and clarifies how TMT faultlines represent a contextual constraint on how top executives induce MM subordinates to stay.
During the recent decades, management research has paid a lot of attention to the importance of middle managers’ involvement and middle managers’ knowledge in the running of innovative organizations. ...This study is in line with a growing literature on the crucial role of middle managers in developing organizational capabilities and subsequently in improving company performance. It is suggested that the involvement of middle managers adds value not only to the implementation of strategy but also to its formulation. The objective of this study is to examine how the involvement of middle managers in the strategy making process and their autonomy contribute to developing organizational capabilities and, as a result, to improving firm performance. In other words, we tested the mediating role of organizational capabilities on the relationship between middle managers’ involvement, middle managers’ autonomy and company performance. To this end, we conducted a quantitative empirical study among 372 European companies that reveals that organizational capabilities play a mediating role in the relationship between middle managers’ involvement, middle managers’ autonomy and firm performance.
Addressing the call for a deeper understanding of ambidexterity at the individual level, we propose that managers’ networks are an important yet understudied factor in the ability to balance the ...trade-off between exploring for new business and exploiting existing business. Analyses of 1,449 ties in the internal and external networks of 79 senior managers in a management consulting firm revealed significant differences in the density, contact heterogeneity, and informality of ties in the networks of senior managers who engaged in both exploration and exploitation compared with managers that predominately explored or exploited. The findings suggest that managers’ networks are important levers for their ability to behave ambidextrously and offer insights into the microfoundations of organizational ambidexterity.
Les habits neufs du manager Grésy, Jean-Édouard; Teixier, Emma
La Revue du MAUSS semestrielle,
01/2021
57
Journal Article
Recenzirano
Sans doute vous a-t-on lu quand vous étiez petits, ce très fameux conte d'Andersen, Les Habits neufs de l'empereur. Maintenant que vous êtes devenus grands, avez-vous sondé Les Habits neufs du ...manager ? Il semblerait que l'évolution des modes managériales se soit accélérée et que la crise sanitaire ait fini de décoiffer, voire de mettre à nu les managers pris au dépourvu !
Firms are attempting to integrate with their supply chain partners to achieve superior firm performance. This study draws on social capital theory and supply chain literature to investigate how top ...managers' managerial ties influence supply chain integration, which consequently improves firm performance. This study further examines how the relationship between top managers' managerial ties and supply chain integration is moderated by market turbulence. By using triple-respondent, matched data of 176 Chinese manufacturing firms, we find that top managers' business ties are positively related to supply chain integration, whereas their political ties are not. Supplier and customer integration contribute to firm performance. Furthermore, market turbulence negatively moderates the business ties–supply chain integration relationship, but it positively moderates the political ties–supply chain integration linkage.
•Business ties are positively related to supply chain integration, but political ties are unrelated to such integration.•Market turbulence diminishes the effects of business ties on supplier and customer integration.•Market turbulence enhances the positive effects of political ties on customer integration.•Market turbulence weakens the negative effects of political ties on supplier integration.
Hospitality managers in turbulent times: the COVID-19 crisis Giousmpasoglou, Charalampos; Marinakou, Evangelia; Zopiatis, Anastasios
International journal of contemporary hospitality management,
05/2021, Letnik:
33, Številka:
4
Journal Article
Recenzirano
Odprti dostop
Purpose
This study aims to explore the role General Managers (GMs) play in mitigating the effects of the unprecedented COVID-19 pandemic.
Design/methodology/approach
Qualitative structured interviews ...conducted online with 50 hospitality GMs from 45 countries are used to explore the impact of the pandemic on the industry’s operational norms and the role of managers in both managing the crisis and planning contingencies for recovery.
Findings
The findings enhance the conceptual capital in this emerging field and provide insights on how GMs behave during crises. Four related sub-themes emerged from the data analysis, namely, contingency planning and crisis management, resilience and impact on GM roles, the impact on hotels’ key functional areas and some GMs’ suggestions for the future of luxury hospitality.
Research limitations/implications
This study generates empirical data that inform contemporary debates about crisis management and resilience in hospitality organizations at a micro-level operational perspective.
Practical implications
Findings suggest that, in times of uncertainty and crisis, luxury hotel GMs are vital in coping with changes and leading their organizations to recovery. GMs’ resilience and renewed role and abilities enable them to adapt rapidly to external changes on their business environment.
Originality/value
This study is unique in terms of scale and depth, as it provides useful insights regarding the GM’s role during an unprecedented crisis such as COVID-19.
Using a novel style identification procedure, we show that style-shifting is a dynamic strategy commonly used by hedge fund managers. Three quarters of hedge funds shifted their investment styles at ...least once over the period from January 1994 to December 2013. We perform empirical tests of two hypotheses for the motivations of hedge fund style-shifting, namely backward-looking and forward-looking hypotheses. We find no evidence that style-shifting funds are backward-looking. Instead, we show evidence that managers of style-shifting funds exhibit both style-timing ability and the skill of generating abnormal returns in new styles. The new styles that hedge funds shift to on average outperform their old styles by 0.76% and style-shifting funds on average outperform their new style benchmark by 1.10% over the subsequent 12-month horizon. Finally, we show that small funds, winner funds, and funds with net inflows are more likely to shift styles.
This paper was accepted by David Simchi-Levi, finance.
This study provides a new perspective on servant leadership research by examining the social influence of the servant leadership of individuals who are not in a supervisory position. Drawing on ...servant leadership and social learning theories, we examine how the servant leadership of managers in support roles can initiate a social learning process that shapes the leadership style of line managers and thereby influences employee outcomes throughout the organization. To facilitate the integration between servant leadership and social learning theories, we also examine the role of efficacy beliefs in enhancing the effectiveness of the social learning process. Using nested, time-lagged data from 667 store managers, 121 line managers, and 23 human resource managers (i.e., support managers), we find that support managers’ servant leadership positively influences organizational members’ perceptions of overall justice and leader-member exchange through line manager servant leadership. In turn, employees’ favorable perceptions stemming from line manager servant leadership enhance the employees’ organizational commitment and job satisfaction. The results also indicate that high leadership self-efficacy augments line managers’ effectiveness in emulating servant leadership behaviors from support managers and reinforces the indirect effects on organizational members’ favorable perceptions.
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