دانلود مقاله تعارض TMT، ساختار سازمانی و جهت گیری کارآفرینی
چکیده
مقدمه
مروری بر مطالعات پیشین و توسعه فرضیه ها
روش ها
یافته ها
بحث
نتیجه گیری
منابع
Abstract
Introduction
Literature review and hypotheses development
Methods
Findings
Discussion
Conclusion
References
چکیده
این مطالعه با تکیه بر دیدگاه مبتنی بر توجه، به بررسی ارتباط تعارض تیم مدیریت ارشد (TMT) با جهت گیری کارآفرینی (EO) و اثر تعدیل کننده ساختار سازمانی از نظر رسمی سازی و تمرکز بر پیوند می پردازد. این نشان می دهد که تعارض شناختی TMT به طور مثبت با EO مرتبط است، در حالی که تعارض عاطفی با آن رابطه منفی دارد. علاوه بر این، رسمی‌سازی ارتباط تعارض شناختی TMT را به EO تعدیل می‌کند، در حالی که ارتباط منفی تعارض عاطفی TMT را به EO تعدیل می‌کند. علاوه بر این، تمرکز به طور قابل توجهی ارتباط تعارض شناختی یا عاطفی TMT با EO را تعدیل نمی کند. این مطالعه دانش ما را در مورد پیشینیان EO غنی می کند، درک ما از ارزش تعارض TMT را با تمایز بین تعارض شناختی TMT و تعارض عاطفی بهبود می بخشد، و بینش جدیدی - دیدگاه مبتنی بر توجه - را برای تشریح پیوند TMT- تعارض EO معرفی می کند.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
Drawing on the attention-based view, this study investigates the linkage of top management team (TMT) conflict to entrepreneurial orientation (EO) and the moderating effect of organizational structure in terms of formalization and centralization on the linkage. It finds that TMT cognitive conflict is positively related to EO, while affective conflict is negatively related to it. Furthermore, formalization positively moderates the linkage of TMT cognitive conflict to EO, while negatively moderates the negative linkage of TMT affective conflict to EO. Moreover, centralization does not significantly moderate the linkage of either TMT cognitive or affective conflict to EO. This study enriches our knowledge of the antecedents of EO, improves our understanding of the value of TMT conflict by distinguishing between TMT cognitive conflict and affective conflict, and introduces a novel insight—the attention-based view—to elaborate the TMT conflict-EO linkage.
Introduction
Entrepreneurial orientation (EO), which refers to a firm’s strategic posture toward innovation, proactiveness, and risk-taking (Covin & Slevin, 1989; Miller, 1983), has been evidenced as a key source of the firm’s competitive advantage (Leunbach, 2021; Pettersson, Ahl, Berglund, & Tillmar, 2017). However, there is a high variation in the manifestation of EO across firms, making what are the antecedents of EO an intriguing research question (Cao, Simsek, & Jansen, 2015; Pittino, Barroso Martínez, Chirico, & Sanguino Galv´ an, 2018). Scholars have explored the antecedents of EO from several aspects, such as corporate governance, human resource management, leadership, social network, firm resources, and environmental factors.1 As principal decision-makers, top management teams (TMTs) direct entrepreneurial initiatives and offer support for entrepreneurial behaviors (Wales, Covin, & Monsen, 2020). Thus, they strongly matter to EO (Boling, Pieper, & Covin, 2016). To clarify the roles of TMTs in EO, scholars have examined some TMT-related factors, such as demography, capacity, compensation, and human and social capital (Boling et al., 2016; Cao et al., 2015; Wales, Parida, & Patel, 2013). While such studies have shed light on the effect of TMTs on EO, few have considered TMT conflict, which “is inevitable in any TMT” (Wang, Su, & Guo, 2019, p. 87), constituting a serious research gap.
Results and analyses
This study examines the linkage between TMT conflict and EO and the moderating effect of organizational structure on this linkage drawing on the ABV. It finds that TMT cognitive conflict is positively related to EO, while TMT affective conflict is negatively related to it. Formalization positively moderates the linkage of cognitive conflict to EO but negatively moderates the linkage of affective conflict to EO. Moreover, centralization does not significantly moderate on either linkage. This study advances our knowledge on both the antecedents of EO and the implication of TMT conflict by distinguishing cogntive conflict from affective conflict. In addition, it introduces the ABV into the EO research and illustrates a TMTs’ attentional processing in entrepreneurial posture under different organizational structures, laying a novel avenue for the EO research.
Hypothesis 1. TMT cognitive conflict is positively related to EO.
Hypothesis 2. TMT affective conflict is negatively related to EO.
Hypothesis 3. Centralization moderates the relationship between TMT cognitive conflict and EO negatively in such a way that the positive main effect will be weaker when the degree of centralization is high.
Hypothesis 4. Centralization will moderate the relationship between TMT affective conflict and EO positively in such a way that the negative main effect will be weaker when the degree of centralization is high.
Hypothesis 5. Formalization moderates the relationship between TMT cognitive conflict and EO positively in such a way that the positive main effect will be stronger when the degree of formalization is high.
Hypothesis 6. Formalization moderates the relationship between TMT affective conflict and EO negatively in such a way that the negative main effect will be stronger when the degree of formalization is high.