Jason Harkins

Knowledge flow from the top: the importance of teamwork structure in team sports

Research questions: Downward managerial knowledge flow is essential for teamwork to function, yet the capabilities that coaches utilize to transmit knowledge to their players remain understudied. Drawing on contingency theory and the tacit–explicit knowledge distinction, the paper explores how and why managerial capabilities are used for knowledge flow in two different sport teams, organized with tall and flat teamwork structures. Research methods: Case studies are presented of two Division I (National Collegiate Athletic Association, NCAA) sport teams in a major university located in the northeastern USA, representing tall and flat teamwork structures (American football and ice hockey). Data include a total of 30 in-depth interviews of coaches and players, along with observations of team meetings, games and practices collected during 11 months. Results and findings: Findings reveal different knowledge flow patterns in the two cases. In a tall teamwork structure, capabilities focused on turning tacit managerial knowledge into explicit, subordinate knowledge. In a flat teamwork structure, capabilities emphasized transmitting tacit knowledge to players. Management implications: The findings apply to team sports, franchises, sport leagues and, more broadly, to organizations that are concerned with understanding how knowledge flow is contingent upon the nature of the work. Specifically, the findings suggest that different knowledge flow capabilities can serve two functions: either to standardize work and maximize efficiency or to foster creativity and empowered learning.

Are pure or hybrid strategies right for new ventures in transition economies

This article examines the role of strategic intensity or commitment to a chosen course of action, and the impact of pure versus hybrid competitive strategies on competitive performance in transition economies, using survey data (N = 333) from Bulgaria. We find that strategic intensity is positively related to performance; firms that deviate from pure cost leadership or differentiation and achieve a balance on both dimensions report superior performance. In a post hoc analysis of our data, we find preliminary evidence that strategic intensity may act as a mediator of the relationship between strategic type and performance.

The Emergence of Dual-Identity Social Entrepreneurship: Its Boundaries and Limitations

Abstract This paper delineates the conceptual domain of dual-identity social entrepreneurship (DISE) and grounds its components theoretically. DISE entails the creation of ventures whose business model is designed by individual founders to create demonstrable and continued public value from strategic actions while simultaneously creating continued economic value. Because the growing interest in social entrepreneurship spans academic areas, boundaries are established among DISE and four related areas: i.e. conventional entrepreneurship, non-governmental organizations which engage in economic transactions, individual social activism, and corporate social performance. This paper proposes key research questions, discusses the conceptualizations theoretical implications and provides a research agenda.

Does the performance of other functions in the frontline influence salesperson conflict

Purpose – The aim of this paper is to examine the effect of servicer and cross‐seller functional performance on salesperson perception of cross‐functional conflict.Design/methodology/approach – Frontline employees often specialize in selling, servicing, or cross‐selling to customers. Two studies separately examine the effect of servicer and cross‐seller functional performance on salesperson perception of cross‐functional conflict.Findings – In Study 1, salesperson conflict with frontline specialists who do not directly sell, called servicers, is examined and it is found that salespeople perceive less cross‐functional conflict when servicers perform well. Group cohesion decreases conflict directly. The effect of servicer performance on conflict is less pronounced as cross‐functional training increases. In Study 2, salesperson conflict with employees who cross‐sell additional goods and/or services to customers, called cross‐sellers, is evaluated and it is found that salespeople perceive more cross‐functiona...

A framework for configuring sales support structure

Purpose – The aim of this paper is to examine when it is appropriate to provide dedicated support for a sales activity, and in cases where support is desirable, to explore the choice between core team support and external support.Design/methodology/approach – Sales transactions typically require a diverse range of sales activities, including customer contact, scheduling appointments, internal meetings, processing orders, and preparing financing applications. This research develops a framework for understanding how to structure sales support for specific sales activities.Findings – Each sales activity has four dimensions, i.e. workload, customization, complexity, and prequalification risk. Support structure (self‐support, core team support, and external support) moderates the influence of the four sales activity dimensions on sales activity performance and salesperson role stress. These, in turn, impact overall sales performance.Research limitations/implications – This research presents a broad conceptual ...

Knoweldge Transfer Across Hierarchical Lines: The Importance of Organizational Structure and Type of Knowledge

This paper uses football and ice hockey as archetypal contexts to explore managerial knowledge transfer to subordinates in tall and flat organizational structures. Interviews with players and coaches, and observations of team meetings, practices, and games, revealed different mechanisms for transferring declarative knowledge (tall context) and procedural knowledge (flat context).