John F. Veiga

Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration:

While a firm’s ability to jointly pursue both an exploitative and exploratory orientation has been posited as having positive performance effects, little is currently known about the antecedents and consequences of such ambidexterity in small-to medium-sized firms (SMEs). To that end, this study focuses on the pivotal role of top management team (TMT) behavioral integration in facilitating the processing of disparate demands essential to attaining ambidexterity in SMEs. Then, to address the bottom-line importance of an ambidextrous orientation, the study hypothesizes its association with relative firm performance. Multisource survey data, including CEOs and TMT members from 139 SMEs, provide support for both hypotheses.

Moderators of the Relationship Between Work-Family Conflict and Career Satisfaction

In this study, we examined the moderating effects of individual differences and sources of support on the negative relationship between work-family conflict and career satisfaction. Data from 975 managers indicated that the relationship was significant for women irrespective of age but was significant for men only in later career. Moreover, the relationship was stronger for individuals who were in the minority gender in their work groups, but it was weaker for those who had strong community ties. Implications are discussed.

A Primer on Internet Organizational Surveys

With so many individuals linked to the Internet and so many possible ways to reach them, the debate for organizational scholars is no longer over whether Internet self-administered surveys are possible but rather over the comparative understanding and the relative advantages and disadvantages of these surveys. Because relevant research has generally been fragmented and narrow in scope, making comparisons difficult, the authors review and assess the research on Internet selfadministered surveying modalities of electronic mail and the World Wide Web. Then, they provide recommendations that address problematic and controversial aspects of these modalities, including ways to increase the representativeness of samples, construct sampling frames, increase response rates, and manage anonymity and confidentiality.

Mobility Influences During Managerial Career Stages

A multivariate framework was used to determine the impact of 22 individual/career related factors on career mobility. Career mobility was represented by two criterion variables, rate of movement an...

Acculturation in Acquired Organizations: A Force-Field Perspective:

The acculturation process involved when one organization is acquired by another, and the two organizational cultures merge, has not been adequately conceptualized in the strategic management literature. It is argued here that the acculturation process can be more fully understood by utilizing Lewins (1951) force-field approach. In addition, major forces of cultural differentiation and organizational integration are identified. It is also argued that the dynamic acculturative change process will both influence and be influenced by postacquisition organizational performance. Predictions as to how post-acquisition performance influences subsequent acculturation modes are offered.

The impact of professional isolation on teleworker job performance and turnover intentions: does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter?

Although the teleworking literature continues to raise concerns regarding the adverse consequences of professional isolation, researchers have not examined its impact on work outcomes. Consequently, the authors first examine professional isolations direct impact on job performance and turnover intentions among teleworkers and then investigate the contingent role of 3 salient work-mode-related factors. Survey data from a matched sample of 261 professional-level teleworkers and their managers revealed that professional isolation negatively impacts job performance and, contrary to expectations, reduces turnover intentions. Moreover, professional isolations impact on these work outcomes is increased by the amount of time spent teleworking, whereas more face-to-face interactions and access to communication-enhancing technology tend to decrease its impact. On the basis of these findings, an agenda for future research on professional isolation is offered that takes into account teleworks growing popularity as a work modality.

Towards modelling the effects of national culture on IT implementation and acceptance

Two of the most significant forces shaping organizations are globalization and the continued, rapid and, some would say, radical changes taking place in information technology (IT). To date, the extant literature has centred on the technology acceptance model (TAM) because it is arguably one of the most widely cited and influential models used for explaining the acceptance of IT. However, this literature has remained relatively silent with respect to the role that differences in national culture might play in IT acceptance as globalization continues. In order to begin to address this deficit, this paper offers a series of research propositions that explore the potential impact of differences in national culture on IT implementation and acceptance. Specifically, the paper explores the effects of culturally induced beliefs – including individualism–collectivism, uncertainty avoidance, long-/short-term orientation and power distance – on the implementation processes that impact on key variables in the TAM. The paper then discusses the potential importance of the revisions it has made for both researchers interested in employing the model for predicting IT acceptance in cross-cultural contexts and for managers faced with introducing new IT in a global organization.

Telecommuting's differential impact on work-family conflict: is there no place like home?

The literature on the impact of telecommuting on work-family conflict has been equivocal, asserting that telecommuting enhances work-life balance and reduces conflict, or countering that it increases conflict as more time and emotional energy are allocated to family. Surveying 454 professional-level employees who split their work time between an office and home, the authors examined how extensively working in this mode impacts work-to-family conflict and family-to-work conflict, as well as the contextual impact of job autonomy, scheduling flexibility, and household size. As hypothesized, the findings suggest that telecommuting has a differential impact on work-family conflict, such that the more extensively individuals work in this mode, the lower their work-to-family conflict, but the higher their family-to-work conflict. Additionally, job autonomy and scheduling flexibility were found to positively moderate telecommutings impact on work-to-family conflict, but household size was found to negatively moderate telecommutings impact on family-to-work conflict, suggesting that contextual factors may be domain specific.

The Impact of Extent of Telecommuting on Job Satisfaction: Resolving Inconsistent Findings

Although popular management wisdom has suggested that telecommuting enhances job satisfaction, research has found both positive and negative relationships. In this study, the authors attempt to resolve these inconsistent findings by hypothesizing a curvilinear, inverted U-shaped relationship between the extent of telecommuting and job satisfaction. Using hierarchical regression analysis on a sample of 321 professional-level employees, their findings suggest a curvilinear link between extent of telecommuting and job satisfaction, with satisfaction appearing to plateau at more extensive levels of telecommuting. In addition, task interdependence and job discretion moderated this link, suggesting that some job attributes play an important, contingent role.

The impact of transformational CEOs on the performance of small- to medium-sized firms: does organizational context matter?

Although theory suggests that CEOs who engage in transformational leadership should have a positive effect on firm performance, most empirical examinations using data drawn from larger firms have failed to find support for this linkage. Given that the organizational complexity associated with larger firms has been viewed as a central obstacle to establishing this important link, the authors examined the impact of CEO transformational leadership on firm performance in smaller, privately held firms. After first explaining why the less complex context of these firms provides a setting for transformational CEOs to play a more direct role in enhancing firm performance, they then further clarified the nature of this link by hypothesizing 3 contingencies that they argued are particularly salient: firm size, CEO founder status (founder or nonfounder), and CEO tenure. Results from a multisource survey of CEOs and their top management teams in 121 firms and 2 time-lagged measures of performance, 1 objective and 1 perceived, provided consistent support for these hypotheses.