nach oben

Erschienen in:

2021 | OriginalPaper | Buchkapitel

Dynamic Managerial Capabilities and Relationships: The Role of Social Relations in Strategic Change

verfasst von : Michael Hartmann, Markus Vodosek

Erschienen in: Dynamic Capabilities and Relationships

Verlag: Springer International Publishing

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

Previous research has emphasized the importance of social relations for managerial performance outcomes and strategic change initiatives. However, the way in which social relations affect managers’ success in achieving strategic change remains unaddressed. In this conceptual paper, we draw on theory from strategy (dynamic managerial capabilities) and anthropology (relational models theory) to investigate the effects of social relations on the outcomes of strategic change. By focusing on the capabilities of sensing opportunities and threats, seizing opportunities, and reconfiguring resources, we explore how social relations impact strategic change in organizations and propose that managers who organize their social relations at work in a dynamic way are better at achieving strategic change.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Vorheriges Kapitel Explaining the Popularity of the Dynamic Capabilities Framework: A Comment

Nächstes Kapitel Confirmation Bias: A Boundary Condition for Dynamic Managerial Capabilities in the Context of Strategic Change

Adler, P. S., & Kwon, S. (2002). Social capital: Prospects for a new concept. Academy of Management Review, 27(1), 17–40.CrossRef

Adner, R., & Helfat, C. E. (2003). Corporate effects and dynamic managerial capabilities. Strategic Management Journal, 24, 1011–1025.CrossRef

Ashford, S. J., & Cummings, L. L. (1983). Feedback as an individual resource: Personal strategies of creating information. Organizational Behavior and Human Performance, 32, 370–398.CrossRef

Ashford, S. J., & Tsui, A. S. (1991). Self-regulation for managerial effectiveness: The role of active feedback seeking. Academy of Management Journal, 34(2), 251–280.CrossRef

Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20–39.CrossRef

Audia, P. G., Locke, E. A., & Smith, K. G. (2000). The paradox of success: An archival and a laboratory study of strategic persistence following radical environmental change. Academy of Management Journal, 43(5), 837–853.CrossRef

Balogun, J., & Johnson, G. (2005). From intended strategies to unintended outcomes: The impact of change recipient sensemaking. Organization Studies, 26(11), 1573–1601.CrossRef

Battilana, J., & Casciaro, T. (2013). Overcoming resistance to organizational change: Strong ties and affective cooptation. Management Science, 59(4), 819–836.CrossRef

Borgatti, S. P., & Cross, R. (2003). A relational view of information seeking and learning in social networks. Management Science, 49(4), 432–445.CrossRef

Borgatti, S. P., & Halgin, D. S. (2011). On network theory. Organization Science, 22(5), 1168–1181.CrossRef

Bouty, I. (2000). Interpersonal and interaction influences on informal resource exchanges between R&D researchers across organizational boundaries. Academy of Management Journal, 43(1), 50–65.CrossRef

Brass, D. J., Galaskiewicz, J., & Greve, H. R. (2004). Taking stock of networks and organizations: A multilevel perspective. Academy of Management Journal, 47(6), 795–817.CrossRef

Brewer, M. B., & Gardner, W. (1996). Who is this “we”? Levels of collective identity and self representations. Journal of Personality and Social Psychology, 71(1), 83–93.CrossRef

Burgelman, R. A. (1991). Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research. Organization Science, 2(3), 239–262.CrossRef

Byron, K., & Laurence, G. A. (2015). Diplomas, photos, and tchotchkes as symbolic self-representations: Understanding employees’ individual use of symbols. Academy of Management Journal, 58(1), 298–323.CrossRef

Chen, M., & Wang, M. (2008). Social networks and a new venture’s innovative capability: The role of trust within entrepreneurial teams. R&D Management, 38(3), 253–264.CrossRef

Costas, J., & Grey, C. (2014). Bringing secrecy into the open: Towards a theorization of the social processes of organizational secrecy. Organization Studies, 35(10), 1423–1447.CrossRef

Cunliffe, A. L., & Eriksen, M. (2011). Relational leadership. Human Relations, 64(11), 1425–1449.CrossRef

Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50(4), 869–884.CrossRef

Dokko, G., Kane, A. A., & Tortoriello, M. (2014). One of us or one of my friends: How social identity and tie strength shape the creative generativity of boundary-spanning ties. Organization Studies, 35(5), 703–726.CrossRef

Dutton, J. E., Ashford, S. J., O’Neill, R. M., Hayes, E., & Wierba, E. E. (1997). Reading in the wind: How middle managers assess the context for selling issues to top managers. Strategic Management Journal, 18(5), 407–423.CrossRef

Eggers, J. P., & Kaplan, S. (2013). Cognition and capabilities: A multi-level perspective. Academy of Management Annals, 7(1), 295–340.CrossRef

Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10–11), 1105–1121.CrossRef

Ellemers, N. (2012). The group self. Science, 336, 848–852.CrossRef

Fang, C., Kim, J. J., & Milliken, F. J. (2014). When bad news is sugarcoated: Information distortion, organizational search and the behavioral theory of the firm. Strategic Management Journal, 35(8), 1186–1201.CrossRef

Felin, T., Foss, N. J., Heimeriks, K. H., & Madsen, T. L. (2012). Microfoundations of routines and capabilities: Individuals, processes, and structure. Journal of Management Studies, 49(8), 1351–1374.CrossRef

Fiske, A. P. (1992). The four elementary forms of sociality: Framework for a unified theory of social relations. Psychological Review, 99(4), 689–723.CrossRef

Fiske, A. P. (2004). Relational models theory 2.0. In N. Haslam (Ed.), Relational models theory: A contemporary overview. Mahwah, NJ.

Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of Management Review, 25(1), 154–177.CrossRef

Floyd, S. W., & Wooldridge, B. (1992). Middle management involvement in strategy and its association with strategic type: A research note. Strategic Management Journal, 13, 153–167.CrossRef

Ford, L. R., & Seers, A. (2006). Relational leadership and team climates: Pitting differentiation versus agreement. Leadership Quarterly, 17, 258–270.CrossRef

Gilbert, C. G. (2006). Change in the presence of residual fit: Can competing frames coexist? Organization Science, 17(1), 150–167.CrossRef

Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2), 161–178.CrossRef

Gruenfeld, D. H., Mannix, E. A., Williams, K. Y., & Neale, M. A. (1996). Group composition and decision making: How member familiarity and information distribution affect process and performance. Organizational Behavior and Human Decision Processes, 67(1), 1–15.CrossRef

Hambrick, D. C. (1995). Fragmentation and the other problems CEOs have with their top management teams. California Management Review, 37(3), 110–127.CrossRef

Hansen, M. T. (1999). The search–transfer problem: The role of weak ties in sharing knowledge across organization subunits. Administrative Science Quarterly, 44(1), 82–111.CrossRef

Hardin, G. (1968). The tragedy of the commons. The population problem has no technical solution; it requires a fundamental extension in morality. Science, 162, 1243–1248.CrossRef

Hargadon, A., & Sutton, R. I. (1997). Technology brokering and innovation in a product development firm. Administrative Science Quarterly, 42(4), 716–749.CrossRef

Haslam, N. (1995). Factor structure of social relationships: An examination of relational models and resource exchange theories. Journal of Social and Personal Relationships, 12(2), 217–227.CrossRef

Haslam, N., & Fiske, A. P. (1999). Relational models theory: A confirmatory factor analysis. Personal Relationships, 6, 241–250.CrossRef

Haslam, S. A., Ryan, M. K., Postmes, T., Spears, R., Jetten, J., & Webley, P. (2006). Sticking to our guns: Social identity as a basis for the maintenance of commitment to faltering organizational projects. Journal of Organizational Behavior, 27, 607–628.CrossRef

Helfat, C. E., & Martin, J. A. (2014). Dynamic managerial capabilities: Review and assessment of managerial impact on strategic change. Journal of Management, 41(5), 1281–1312.CrossRef

Helfat, C. E., & Peteraf, M. A. (2015). Managerial cognitive capabilities and the microfoundations of dynamic capabilities. Strategic Management Journal, 36(6), 831–850.CrossRef

Hodgkinson, G. P., & Healey, M. P. (2011). Psychological foundations of dynamic capabilities: Reflexion and reflection in strategic management. Strategic Management Journal, 32(13), 1500–1516.CrossRef

Hogg, M. A., Abrams, D., Otten, S., & Hinkle, S. (2004). The social identity perspective: Intergroup relations, self-conception, and small groups. Small Group Research, 35(3), 246–276.CrossRef

Ingram, P., & Roberts, P. W. (2000). Friendships among competitors in the Sydney hotel industry. American Journal of Sociology, 106(2), 387–423.CrossRef

Kaplan, S. (2011). Research in cognition and strategy: Reflections on two decades of progress and a look to the future. Journal of Management Studies, 48(3), 665–695.CrossRef

Kaplan, S., & Orlikowski, W. J. (2013). Temporal work in strategy making. Organization Science, 24(4), 965–995.CrossRef

Kark, R., Shamir, B., & Chen, G. (2003). The two faces of transformational leadership: Empowerment and dependency. Journal of Applied Psychology, 88(2), 246–255.CrossRef

Katz, R., & Allen, T. J. (1982). Investigating the not invented here (NIH) syndrome: A look at the performance, tenure, and communication patterns of 50 R&D project groups. R&D Management, 12(1), 7–20.CrossRef

Kilduff, M., & Brass, D. J. (2010). Organizational social network research: Core ideas and key debates. Academy of Management Annals, 4(1), 317–357.CrossRef

Kleinbaum, A. M., & Stuart, T. E. (2014). Network responsiveness: The social structural microfoundations of dynamic capabilities. Academy of Management Perspectives, 28(4), 353–367.CrossRef

Koerner, A. F. (2006). Models of relating—Not relationship models: Cognitive representations of relating across interpersonal relationship domains. Journal of Social and Personal Relationships, 23(4), 629–653.CrossRef

Lant, T. K., Milliken, F. J., & Batra, B. (1992). The role of managerial learning and interpretation in strategic persistence and reorientation: An empirical exploration. Strategic Management Journal, 13(8), 585–608.CrossRef

Martin, J. A. (2011). Dynamic managerial capabilities and the multibusiness team: The role of episodic teams in executive leadership groups. Organization Science, 22(1), 118–140.CrossRef

Miller, C. C., Burke, L. M., & Glick, W. H. (1998). Cognitive diversity among upper-echelon executives: Implications for strategic decision processes. Strategic Management Journal, 19, 39–58.CrossRef

Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An exploratory study of employee silence: Issues that employees don’t communicate upward and why. Journal of Management Studies, 40(6), 1453–1476.CrossRef

Molm, L. D., Peterson, G., & Takahashi, N. (2003). In the eye of the beholder: Procedural justice in social exchange. American Sociological Review, 68(1), 128–152.CrossRef

Moran, P. (2005). Structural vs. relational embeddedness: Social capital and managerial performance. Strategic Management Journal, 26(12), 1129–1151.CrossRef

Morris, M., & Leung, K. (2000). Justice for all? Progress in research on cultural variation in the psychology of distributive and procedural justice. Applied Psychology, 49(1), 100–132.CrossRef

Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242–266.CrossRef

Noda, T., & Bower, J. L. (1996). Strategy making as iterated processes of resource allocation. Strategic Management Journal, 17(S1), 159–192.CrossRef

Peterson, R. S., Smith, D. B., Martorana, P. V., & Owens, P. D. (2003). The impact of chief executive officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance. Journal of Applied Psychology, 88(5), 795–808.CrossRef

Pillai, K. G., Hodgkinson, G. P., Kalyanaram, G., & Nair, S. R. (2016). The negative effects of social capital in organizations: A review and extension. International Journal of Management Reviews, 19(1), 97–124.CrossRef

Pratt, M. G., & Rafaeli, A. (1997). Organizational dress as a symbol of multilayered social identities. Academy of Management Journal, 40(4), 862–898.CrossRef

Priem, R. L., Harrison, D. A., & Muir, N. K. (1995). Structured conflict and consensus outcomes in group decision making. Journal of Management, 21(4), 691–710.CrossRef

Raes, A. M. L., Heijltjes, M. G., Glunk, U., & Roe, R. A. (2011). The interface of the top management team and middle managers: A process model. Academy of Management Review, 36(1), 102–126.CrossRef

Reagans, R., & McEvily, B. (2003). Network structure and knowledge transfer: The effects of cohesion and range. Administrative Science Quarterly, 48(2), 240–267.CrossRef

Samuelson, C. D., & Allison, S. T. (1994). Cognitive factors affecting the use of social decision heuristics in resource-sharing tasks. Organizational Behavior and Human Decision Processes, 58, 1–27.CrossRef

Schilke, O., Hu, S., & Helfat, C. (2018). Quo vadis, dynamic capabilities? A content-analytic review of the current state of knowledge and recommendations for future research. Academy of Management Annals, 12(1), 390–439.CrossRef

Smith, W., & Lewis, M. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36(2), 381–403.

Smith, A. D., Plowman, D. A., Duchon, D., & Quinn, A. M. (2009). A qualitative study of high-reputation plant managers: Political skill and successful outcomes. Journal of Operations Management, 27(6), 428–443.CrossRef

Spisak, B. R., O’Brien, M. J., Nicholson, N., & van Vugt, M. (2015). Niche construction and the evolution of leadership. Academy of Management Review, 40(2), 291–306.CrossRef

Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350.CrossRef

Teece, D. J. (2012). Dynamic capabilities: Routines versus entrepreneurial action. Journal of Management Studies, 49(8), 1395–1401.CrossRef

Teece, D. J. (2014). The foundations of enterprise performance: Dynamic and ordinary capabilities in an (economic) theory of firms. Academy of Management Perspectives, 28(4), 328–352.CrossRef

Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.CrossRef

Wooldridge, B., Schmid, T., & Floyd, S. W. (2008). The middle management perspective on strategy process: Contributions, synthesis, and future research. Journal of Management, 34(6), 1190–1221.CrossRef

Zaheer, A., & Bell, G. G. (2005). Benefitting from network position: Firm capabilities, structural holes, and performance. Strategic Management Journal, 26(9), 809–825.CrossRef

Titel: Dynamic Managerial Capabilities and Relationships: The Role of Social Relations in Strategic Change
verfasst von: Michael Hartmann
Markus Vodosek
Verlag: Springer International Publishing
Buch: Dynamic Capabilities and Relationships
Print ISBN: 978-3-030-83181-3

Electronic ISBN: 978-3-030-83182-0

Copyright-Jahr: 2021
DOI: https://doi.org/10.1007/978-3-030-83182-0_3