Results 131 to 140 of about 18,139 (274)
Active employees in the future workplace: From job crafting to selfergetic job crafting
European Management Review, EarlyView.Abstract The job crafting theory implies, but does not explicitly present the relationship between the self and the job. To fill the gap, we theorize upon the holistic view of the self, and selfergy, a new concept reflecting the unique manner by which employees craft their jobs. Based on the principles of the self‐determination theory, we have advanced
Louiza Paraskevopoulou +3 more
wiley +1 more source
A multi‐level process perspective on refugee workplace integration
European Management Review, EarlyView.Abstract Prior research has suggested the need for complementary efforts by multiple stakeholders (government, NGOs, employers) to support workplace integration for refugees, but has paid less attention to how such programs are developed and enacted in specific settings, and how they then influence refugees' workplace integration trajectories.
Vedran Omanović, Ann Langley
wiley +1 more source
Power advantage and unit ambidexterity: A tripartite mediation framework
European Management Review, EarlyView.Abstract While research on unit‐level ambidexterity is burgeoning, the role of a unit's power advantage has been largely overlooked. Yet, organizational units are interdependent, and gaining an advantageous position across a network of multiple power relationships with other units enables them to create a context favorable to pursuing both exploration ...
Konstantinos C. Kostopoulos +3 more
wiley +1 more source
Paving the way for incumbents' digital transformation. A review and research agenda
European Management Review, EarlyView.Abstract Digital transformation is reshaping the competitive landscape by forcing incumbent firms to rethink their strategies, organizational structures, and business models. While a substantial body of literature has explored digital transformation in specific sectors, focusing on various factors and organizational mechanisms, there remains a lack of ...
Anna Bastone +3 more
wiley +1 more source
Jurnal Siasat Bisnis, 2016 The concept of organizational ambidexterity has been resonated and applied in diverse areas of management research. When establishing its strategic direction, research institutions are confronted with strategic tradesoffs, namely balancing the right ...
Novita Dyah, Rangga Almahendra
doaj +4 more sources
The importance of differentiation for organizational ambidexterity
Annals of Business Administrative ScienceSeveral companies aspire to organizational ambidexterity; however, achieving it requires overcoming certain hurdles. With regard to simultaneous or structural ambidexterity, which large companies tend to adopt, the challenges associated with of ...
Fumie Ando, Yumi Tonan, Keisuke Tomata
doaj +1 more source
An Insight into Organizational Team Ambidexterity
Ovidius University Annals: Economic Sciences Series, 2020 The purpose of the present article is to bring another perspective on the concept of ambidexterity in organizations by emphasizing the main processes through which work teams become ambidextrous. Our analysis is intent upon how apparently are delineated the two sides of ambidexterity, exploration and exploitation, within organizational work teams and ...
Raluca Zoltan, Romulus Vancea
openaire +1 more source
European Management Review, EarlyView.Abstract Firm innovation and corporate social responsibility (CSR) are key strategic considerations that shape a firm's competitiveness and sustainability. However, studies exploring the relationship between the two are heterogeneous and sometimes obtain contradictory results, making it difficult to draw clear conclusions.
Daniel Alonso‐Martínez +2 more
wiley +1 more source
Manager‐initiated unlearning: A study of intellectual property departments in Japanese firms
European Management Review, EarlyView.Abstract Previous studies have emphasized that individuals play important roles in facilitating organizational unlearning; however, little is known about how leadership promotes organizational unlearning. From the perspective of routine dynamics, this study explores the effects of managers' behaviors on unlearning at the department level.
Makoto Matsuo
wiley +1 more source
International Journal of Management Reviews, EarlyView.Abstract Organizations are increasingly urged to adopt circular economy principles for their business strategies, yet ‘going circular’ is challenging. The circular business model (CBM) transition—shifting from linear to CBMs—is complex, and our initial analysis of the literature indicated that organizations do not know how to implement circular ...
Farshad Hajiakbari +3 more
wiley +1 more source