مقاله انگلیسی گستره ی استراتژی چارچوب سفرهای تجدیدی
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مقاله انگلیسی گستره ی استراتژی چارچوب سفرهای تجدیدی

عنوان فارسی مقاله: گستره ی استراتژی چارچوب سفرهای تجدیدی: نقش تحولی مدیریت میانی
عنوان انگلیسی مقاله: Extension of the strategic renewal journey framework: The changing role of middle management
مجله/کنفرانس: فناوری در جامعه - Technology in Society
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت اجرایی
کلمات کلیدی فارسی: تیم مدیریت عالی (TMT) ، مدیریت میانی ، پراکندگی ، تجدید پذیر ، محیط ابر رقابت ، توجه سازمان ، سیستم کنترل مدیریت ، فناوری نوظهور
کلمات کلیدی انگلیسی: Top management team (TMT), Middle management, Ambidexterity, Renewal, Hypercompetitive environment, Organisational attention, Management control system, Emerging technology
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journals List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.techsoc.2021.101540
دانشگاه: Corvinus University of Budapest, Hungary
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2021
ایمپکت فاکتور: 4.753 در سال 2020
شاخص H_index: 51 در سال 2021
شاخص SJR: 0.819 در سال 2020
شناسه ISSN: 0160-791X
شاخص Quartile (چارک): Q1 در سال 2020
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 12
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: دارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: ندارد
کد محصول: E15457
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
نوع رفرنس دهی: vancouver
فهرست انگلیسی مطالب

Highlights


Abstract


Keywords


1. Introduction


2. Literature review


3. Methodology


4. Findings


5. Discussion: Shaping a dynamic environment by the controlled renewal


6. Summary and future research directions


References


Vitae

نمونه متن انگلیسی مقاله

Abstract


This paper presents the findings of a longitudinal study of a large corporation's journey towards becoming an ambidextrous organisation in the face of emerging technology. By investigating the interplay between the top and middle management, the results show that business intelligence systems allowed the firm to pursue a controlled renewal journey that was data-driven, automated, and supported fast organisational learning. This substituted for active frontline and middle managers. The change in organisational direction was driven by a small and powerful strategic top management group, even though this was a multi-unit firm with more than 100,000 employees. The main advantage of this type of journey is that the organisation can fully realize the advantage of highly centralised formal planning and control while becoming resilient and ambidextrous. A well-functioning decision support system, organisational policies and communication strategy can substitute for collective sense-making and shared strategic schemas. The results also suggest that management control systems can have a profound impact on developing organisational ambidexterity. The article also provides further details on the nature and implications of the rhetorical tactics used by the top management team to focus on organisational attention and action.


 


1. Introduction


Despite its growing popularity as an area of study, many researchers agree that we still know little about how firms ensure their current and future viability. Organisations must renew themselves to close the gap between their existing competencies and the evolving basis of competitive advantage in their industry [1]. Scholarly attention has been focusing on the role of individuals in balancing exploitation and exploration for a long time and argued that the unit of analysis should be individuals because organisational ambidexterity reflects their collective actions (i.e. [2,3]. O'Reilly and Tushman [4] argued that future research should investigate how organisational members may assist or hinder such managerial decisions.


Previous studies concluded that large, multi-unit firms rely on the involvement of multiple levels of management in a co-evolutionary manner (i.e. [5] in which frontline managers can influence the organisational renewal process. Volberda et al. [6] and later Volberda [7]; suggested that for successful renewal in hypercompetitive environments calls for active middle management.


Second, for any strategy, no matter how well formulated, the middle managers are critical in implementing it. They are the ones who must interpret the strategy in the context of daily operations, identify the actions required to implement the strategy and communicate and clarify to their subordinates [8].


The research on how top management team interact with the middle management (MMs), how they influence strategy implementation, is still in its infancy [9]. Consequently, the interplay between the top and middle management in the creation and preservation of organisational ambidexterity needs further investigation. Third, despite its acknowledged importance, many high-technology ventures are failing in their strategic renewal [10,11]. Organisations fail to notice events and trends, external and internal signals, that have potential organizational consequences because they do not resonate with the priorities of the top management team [12].

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