Miriam Muethel

Retracted: The Impact of Family Involvement on Dynamic Innovation Capabilities: Evidence From German Manufacturing Firms

Drawing on the capability–based view, we provide new theoretical arguments related to innovation capabilities rather than realized innovation output in firms with family involvement. We focus on technology–based product innovation capabilities and use data from a sample of 119 German manufacturing firms to show that family involvement is positively related to dynamic innovation capabilities. Specifically, the degree of family involvement, which describes the owner familys ability to influence firm behavior, is positively related to sensing innovation opportunities and to transforming a firms innovation processes, while it is insignificantly related to seizing innovation opportunities. The findings suggest that dynamic innovation capabilities are an important characteristic that differs between firms with varying levels of family involvement.

Enabling Shared Leadership in Virtual Project Teams: A Practitioners' Guide

Many virtual project teams perform better when leadership is shared (rather than centralized with the formal team leader); however, team leaders are often neither prepared to identify shared leadership potential nor to actually share leadership responsibility. Based on a study of 96 globally dispersed software development teams we show that team leaders tend to underestimate the team members’ capacity to lead themselves. As a consequence, these leaders monopolize decision-making authority and provide insufficient levels of autonomy for team members to tackle their tasks. Preventing the team members from unfolding their true potential, these leaders unconsciously jeopardize virtual team performance. Paradoxically, it is thus team leaders themselves hindering leadership effectiveness in virtual teams.

Doing Better Research on Organizational Behaviour in Chinese Cultural Settings: Suggestions from the Notebooks of Two Fellow‐Travellers

In this article, we describe the development of cross‐cultural research in organizational behaviour over the last few decades. Distinguishing four epochs of cross‐cultural research, i.e., the Aristotelian, Linnean, Newtonian, and Einsteinian, we explain research questions, empirical approaches, and research designs that have guided contributions to each epoch. Based on this description, we outline a route for future research that takes Chinese indigenous constructs as points of departure to describe how individual outcomes of interest are embedded in their cultural environment. Finally, we provide concrete implications for future research in this area.

Relational Perspectives on Leaders’ Influence Behavior The Mediation of Western Leader–Member Exchange and Chinese Guanxi

To understand leader influence behavior in organizations, it is essential to understand how subordinates interpret the different influence strategies used by their superiors. In this study, we examine the effect of influence behavior on organizational commitment from two relational perspectives with employees from Chinese and Western societies. Drawing on relational attribution theory, we develop a multiple mediation model to determine whether the relationships between influence behavior and organizational commitment are meditated by leader–member exchange (LMX) and/or guanxi. We also examine whether the effects vary across the two broad cultural samples. Results indicate the mediating effect is contributed mainly by LMX, not guanxi. Results show no significant cross-cultural differences, suggesting the theoretical framework we propose may be generalizable across cultures. Implications and ideas for future research are provided.

Shared Leadership Functions in Geographically Dispersed Project Teams

Leadership is a crucial driver of project performance. While traditionally, the project leader was considered as the exclusive source of leadership behavior, recent research indicates that particularly dispersed projects may profit from joint leadership efforts by all project members. However, leadership functions in dispersed projects are likely to differ from those in a face-to-face context. In this chapter, we specify shared leadership functions for the domain of geographically dispersed project teams with high levels of task uncertainty. Arguing that shared leadership in dispersed teams occurs through interrelation of individual and team actions, we specify a dispersed screening function as well as self-, other-, and team-directed interrelation functions and develop propositions on how these functions are related to project performance. Furthermore, we point to motivational aspects of shared leadership and discuss the role of the vertical leader in developing and facilitating shared leadership.

Expertise Coordination over Distance: Shared Leadership in Dispersed New Product Development Teams

Abstract The team members’ expertise has been shown to increase team effectiveness when it is actively coordinated. While in face-to-face teams such expertise coordination unfolds through direct interaction, expertise coordination in dispersed teams is unlikely to evolve automatically. In this context, shared leadership, that is, the distribution of leadership influence across multiple team members is argued to serve as initiating mechanism for expertise coordination.

Social Issues in Management Division Award Competition for 2012

This is the third year that Business & Society offers a forum to the finalists of the Academy of Management’s Social Issues in Management (SIM) Division Dissertation Award. The dissertation forum includes an introductory article by the chair of the committee as well as dissertation abstracts from the three finalists. This article describes the procedures behind the dissertation award and the criteria used to find the winner. Also, it reflects on the finalists’ unique contributions.

Social Issues in Management Division Award Competition for 2013 Acknowledging Exemplary Research Processes and Outcomes in Doctoral Study

In 2013, the Social Issues in Management (SIM) Division of the Academy of Management awarded the best dissertation in the field of SIM research at the AOM’s annual conference in Orlando, Florida. This essay, written by the best dissertation committee chair, describes the procedures behind the dissertation award and the criteria used to identify the winner. Furthermore, it reflects on the finalists’ unique contributions and the takeaways for future best dissertation awards.

PERCEIVED TRUSTWORTHINESS IN INNOVATION TEAMS AND THE MODERATING EFFECT OF VIRTUALITY.

The article presents the results of research on the perception of trustworthiness as an aid to the performance of teams in the workplace, focusing on the moderating effects of virtuality in the con...