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مقاله انگلیسی رایگان در مورد تغییر سازمانی و میانجیگری نوآوری در اقتصادهای نوظهور – اسپرینگر ۲۰۱۸
| مشخصات مقاله | |
| انتشار | مقاله سال ۲۰۱۸ |
| تعداد صفحات مقاله انگلیسی | ۲۳ صفحه |
| هزینه | دانلود مقاله انگلیسی رایگان میباشد. |
| منتشر شده در | نشریه اسپرینگر |
| نوع مقاله | ISI |
| عنوان انگلیسی مقاله | Flying or dying? Organizational change, customer participation, and innovation ambidexterity in emerging economies |
| ترجمه عنوان مقاله | پرواز یا مرگ؟ تغییر سازمانی، مشارکت با مشتری و میانجیگری نوآوری در اقتصادهای نوظهور |
| فرمت مقاله انگلیسی | |
| رشته های مرتبط | مدیریت |
| گرایش های مرتبط | مدیریت منابع انسانی و مدیریت استراتژیک |
| مجله | مجله مدیریت حوزه آسیا و اقیانوسیه – Asia Pacific Journal of Management |
| دانشگاه | College of Business – Hunan Normal University – China |
| کلمات کلیدی | تغییر سازمانی، مشارکت مشتری، نوآوری ambiexterity، صنعت با تکنولوژی بالا، اقتصاد نوظهور |
| کلمات کلیدی انگلیسی | Organizational change, Customer participation, Innovation ambidexterity, High-tech industry, Emerging economy |
| کد محصول | E7192 |
| وضعیت ترجمه مقاله | ترجمه آماده این مقاله موجود نمیباشد. میتوانید از طریق دکمه پایین سفارش دهید. |
| دانلود رایگان مقاله | دانلود رایگان مقاله انگلیسی |
| سفارش ترجمه این مقاله | سفارش ترجمه این مقاله |
| بخشی از متن مقاله: |
| In emerging economies (e.g., China), as elsewhere, change is constant (Hoskisson, Eden, Lau, & Wright, 2000). Firms face unstable markets, turbulent technology, and unforeseen transitions of social and economic systems (Zhan & Chen, 2008; Zhou, Tse, & Li, 2006). To adapt to these changing environments, firms alter their organizations by introducing new technologies, administrations, and processes (Battilana & Casciaro, 2013; Zhou et al., 2006). Organizational change offers a popular way to satisfy customer needs and gain competitive advantages (Armenakis & Harris, 2009; Ye, Datelina, & Jagdip, 2007). For example, in 2009, to respond to rapid growth in its network traffic, Huawei, the largest telephone-network equipment maker in China, launched the world’s first 100G end-to-end solutions. However, organizational change also is difficult: Approximately 70% of all change initiatives fail (Beer & Nohria, 2000). Therefore, organizational change remains an issue of great strategic importance, especially in terms of its impact on firm performance. Can organizational change enhance firm performance? Do firms that change fly—or do they die? Existing findings about the effect of organizational change on firm performance are inconsistent. Some research indicates that organizational change enhances firm performance (Judge, Naoumova, & Douglas, 2009; Zhou et al., 2006); other studies find negative effects (Graham & Richards, 1979; Kraatz & Zajac, 2001; Naranjo-Gil, Hartmann, & Maas, 2008) or no impact (Kelly & Amburgey, 1991; Wischnevsky, 2004; Zajac & Shortell, 1989). Table 1 contains a review of prior studies related to the performance impacts of organizational change. The inconsistent findings may be the result, at least in part, of the potentially nonlinear relationship between organizational change and firm performance (Zhang & Rajagopalan, 2010). Moreover, prior studies devote only limited attention to the various aspects of organizational change, framing it as a single-dimensional strategy, with the notable exception of Zhou et al. (2006). By following their approach, such that they differentiate organizational change into technical change and administrative change forms, we seek to advance extant research and propose that the effects of such changes on firm performance are both curvilinear and differential across conditions. Technical change relates to basic work activities, including products, services, and processes. Administrative change instead refers to organizational structures, administrative processes, and management systems (Tsoukas, 1996; Zhou et al., 2006). Accordingly, we examine the differential effects of technical and administrative change, with the recognition that—according to the dynamic capability perspective—such changes not only enhance adaptability and enable firms to leverage knowledge (Amburgey, Kelly, & Barnett, 1993; Leana & Barry, 2000; Teece, 2007) but also increase coordination costs and—according to an organizational inertia perspective—prompt organizational conflict (Greenwood & Hinings, 2006; Hannan & Freeman, 1984; Leana & Barry, 2000). Thus, we assume that the effects of technical change and administrative change on firm performance are U-shaped and that customer participation and innovation ambidexterity act as moderators of these links |
