650 Management und unterstützende Tätigkeiten
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Strategic social media use positively influences organizational goals such as the long-term accrual of social capital, and thus social media information governance has become an increasingly important organizational objective. It is particularly important for humanitarian nongovernmental organizations (HNGOs), whose work relies on accurate and timely information regarding socially altruistic behavior (donations, volunteerism, etc.). Despite the potential of social media for increasing social capital, tensions in governing social media information across an organization's different operational levels (regional, intermediate, and national) pose a difficult challenge. Prominent governance frameworks offer little guidance, as their focus on control and incremental policymaking is largely incompatible with the processes, roles, standards, and metrics needed for managing self-governing social media. This study offers a notion of dynamic and co-evolutionary process management of multi-level organizations as a means of conceptualizing social media information governance for the accrual of organizational social capital. Based on interviews with members of HNGOs, this study reveals tensions that emerge within eight focus areas of accruing social capital in multi-level organizations, explains how dynamic process management can ease those tensions, and proposes corresponding strategy recommendations.
Factory Innovation Award
(2023)
Einmal mehr brachte die Hannover Messe die Spitzen der Industrie zusammen, um die wegweisenden Innovationen des Jahres mit dem begehrten Factory Innovation Award 2023 zu ehren. Dieser renommierte Preis, der erstmals auf der Industrial Transformation Stage verliehen wurde, markierte den Höhepunkt einer spannungsgeladenen Veranstaltung.
Der Einsatz digitaler Personalzeiterfassungssysteme bietet Unternehmen zahlreiche Vorteile, z. B. effizientere Lohn- und Gehaltsabrechnungen, mehr Transparenz und Übersicht über die Arbeitszeiten der Mitarbeiter sowie flexiblere Erfassungsmöglichkeiten. In der Testreihe werden neun Lösungen auf Funktionen, Benutzerfreundlichkeit, Kosten, Zuverlässigkeit, Kompatibilität, Implementierung und Barrierefreiheit getestet. Erfahren Sie, welche Lösungen am besten abschneiden und ob eine davon für Ihr Unternehmen geeignet ist.
Focusing on the passive use of Instagram, we apply the affordance perspective to deeply explore its use and use-related outcomes. In the qualitative study, we uncover the affordances of focal social media features. Two distinct groups of affordances (self- and others-oriented) emerge. Following the grounded theory methodology, we develop the affordances-actualizations-outcomes model, explaining how immediate goals associated with features translate into outcomes. In the quantitative study, we test the model by applying structural equation modeling. Our findings confirm that actualizations of self- and others-oriented affordances are associated with distinct outcomes: social connectedness, positive affect, and overall satisfaction with Instagram experience.
Scholars have argued that visionary leadership is an effective tool to motivate followers because it provides them with meaning and purpose. However, previous research tells us little about which leaders and under which circumstances leaders engage in visionary leadership. We draw on theories of human and social capital to argue that leader work centrality is an important antecedent of visionary leadership, and especially so for leaders with low organizational tenure. Moreover, we propose that visionary leadership then provides followers with meaningfulness and thereby decreases their turnover intentions. Our predictions were confirmed by data from a two-wave, lagged-design field study with 101 leader-follower dyads. Overall, our research identifies an important antecedent of visionary leadership, a specific situation in which this antecedent is particularly important, and provides empirical evidence for why visionary leadership can bind followers to an organization.
Gravitating exogenous shocks to the next normal through entrepreneurial coopetive interactions
(2023)
Purpose: Entrepreneurship can be viewed as an individual or group pursuit of market opportunities irrespective of the context. But when an exogenous shock alters and permanently alters the known normal, entrepreneurs can do no more than cope with the immediate impact. Covid-19 changed the normal for every-one, and the current study aims to analyse how the pandemic changed the context and entrepreneurial perspective of business owners geographically located in different cultural environments. Various experiences impacted them as they tried to navigate and mitigate the effects of the crisis on the wider economy and their business. We seek to identify the probable relevant entrepreneurial configurations in which one or more combinations of antecedent conditions are needed to cause entrepreneurs to adapt their behavior in order to increase their coopetitive interactions further, to mitigate the effects of the crisis.Originality: To the best of our knowledge, this is the first empirical study to address an entrepreneurial phenomenon using an integrative approach using PLS-SEM and fsQCA as separate prediction-oriented methods in order to validate the proposed conceptual model and to create a preliminary scaffolding for building the Theory of Unplanned Behavior in a crisis context.
Entrepreneurship education has gained widespread attention in both education practice and research over the past three decades. However, whereas research has a strong focus on its effects and many normative concepts exist, little is known about how entrepreneurship is actually taught. To address this research gap, we conduct a curriculum analysis of the 50 best programs in entrepreneurship, according to the 2018 Financial Times ranking “Top MBAs for Entrepreneurship 2018”. In particular, we examine their objectives, learning contents and teaching as well as assessment methods as four major dimensions of a graduate entrepreneurship curriculum. The results show that the programs are primarily business and management programs, with a comparatively small share of entrepreneurship itself. Entrepreneurship-specific goals are entrepreneurial attitudes and competences, such as entrepreneurial leadership, entrepreneurial mindset, entrepreneurial skills, opportunity creation, opportunity identification, and transforming uncertainty into opportunity. The learning contents also focus on business, management, and law, whereas the contents relating to entrepreneurship include entrepreneurial failure, entrepreneurial management, entrepreneurial thinking, and entrepreneurship in general. Teaching methods are mainly the ones usually found in higher education, with business plans and prototyping as additional entrepreneurial ones. Assessment methods do not differ from those in business and management education.
Behavioral strategy
(2023)
Purpose: Behavioral strategy, as a cognitive- and social-psychological view on strategic management, has gained increased attention. However, its conceptualization is still fuzzy and deserves an in-depth investigation. The authors aim to provide a holistic overview and classification of previous research and identify gaps to be addressed in future research.
Design/methodology/approach: The authors conducted a systematic literature review on behavioral strategy. The final sample includes 46 articles from leading management journals, based on which the authors develop a research framework.
Findings: The results reveal cognition and traits as major internal factors. Besides, organizational and environmental contingencies are major external factors of behavioral strategy.
Originality/value: To the authors’ best knowledge, this is the first holistic systematic literature review on behavioral strategy, which categorizes previous research.
Neben kleineren, meist automatisierten Update-Aktivitäten zur Fehlerbehebung und zur Steigerung der Performance von ERP-Systemen, gibt es größere Updates mit umfangreicheren Aktualisierungen und Erweiterungen der Software – auch „Updateprojekte“ oder „Upgrades“ genannt. Ein ERP-Upgrade beschreibt einen größeren Änderungsprozess, der die Nutzung neuer Technologien ermöglicht und das System mit (neuen) Geschäftsstrategien in Einklang bringt. Upgrades tragen zur Verbesserung der Software bei und sind klar zu unterscheiden von geringfügigen Änderungen innerhalb einer Version eines ERP-Systems.