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Inspire But Don't Interfere: Managerial Influence As A Double-Edged Sword For Innovation, Fabiola Gerpott, Ronald Bledow, Jana Kuehnel
Inspire But Don't Interfere: Managerial Influence As A Double-Edged Sword For Innovation, Fabiola Gerpott, Ronald Bledow, Jana Kuehnel
Research Collection Lee Kong Chian School Of Business
Managers play a pivotal role in the innovation process; yet, the mechanisms through which managers enhance or undermine innovation are not well understood. Drawing upon self-concordance theory, we argue that managers can augment employees' self-concordance—defined as the congruence of goals and actions with inner values and preferences—through transformational behavior and thereby contribute to innovation. However, transformational behavior is closely coupled to another form of influence, namely, process management, the attempt to directly manage innovation-related activities. This form of managerial influence reduces employees' self-concordance and thereby undermines innovation. We test our conceptual model in a sample of 188 innovation projects using …
Problem-Solving Or Self-Enhancement? A Power Perspective On How Ceos Affect R&D Search In The Face Of Inconsistent Feedback, Radina Blagoeva, Tom J. M. Mom, Justin J. P. Jansen, Gerard George
Problem-Solving Or Self-Enhancement? A Power Perspective On How Ceos Affect R&D Search In The Face Of Inconsistent Feedback, Radina Blagoeva, Tom J. M. Mom, Justin J. P. Jansen, Gerard George
Research Collection Lee Kong Chian School Of Business
Firms consider multiple reference points simultaneously to assess performance, yet often these referents may be inconsistent in signaling success or failure. Consequently, decision makers use two contrasting decision rules when responding to inconsistent feedback: problem-solving or self-enhancement. So far, disparate theoretical logics and mixed evidence has limited our understanding about when decision makers may shift their attention from positive to negative aspects of inconsistent feedback or vice versa, and may increase or decrease their R&D search. We examine how different types of CEO power explain why some firms may respond to inconsistent feedback, i.e. positive performance feedback and negative prospects, …
Mapping Cultural Tightness And Its Links To Innovation, Urbanization, And Happiness Across 31 Provinces In China, Roy Y. J. Chua, Kenneth Huang, Mengzi Jin
Mapping Cultural Tightness And Its Links To Innovation, Urbanization, And Happiness Across 31 Provinces In China, Roy Y. J. Chua, Kenneth Huang, Mengzi Jin
Research Collection Lee Kong Chian School Of Business
We conduct a 3-y study involving 11,662 respondents to map cultural tightness—the degree to which a society is characterized by rules and norms and the extent to which people are punished or sanctioned when they deviate from these rules and norms—across 31 provinces in China. Consistent with prior research, we find that culturally tight provinces are associated with increased governmental control, constraints in daily life, religious practices, and exposure to threats. Departing from previous findings that tighter states are more rural, conservative, less creative, and less happy, cultural tightness in China is associated with urbanization, economic growth, better health, greater …
Instead Of Predicting The Future, We Should Get On With Creating The Future, Shweta Midgil, Richard Smith
Instead Of Predicting The Future, We Should Get On With Creating The Future, Shweta Midgil, Richard Smith
Research Collection Lee Kong Chian School Of Business
It is important to note that there is a lot of hype about “Digital Disruption” these days. We see too many organizations trying to take on the topic of “Digital” without really focusing their efforts on something that is meaningful to the people in the organization. Leaders going around talking about digital disruption or digital transformation does not serve any purpose – only creates anxiety and uncertainty. In other words, leaders would be better served to break down the topic into meaningful topics that are linked to areas of the business.