Managerial framing in light of discontinuous change: Revolutionists, evolutionists, and mediators

IF 3.7 3区 管理学 Q2 MANAGEMENT
Daniel-Leonhard Fox, Oliver Kullik, Katharina Hölzle
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Abstract

This study examines the critical role of middle and frontline managers in an incumbent organization navigating discontinuous change, emphasizing the balance between exploring new opportunities and exploiting existing ones. While top managers set the strategic ambidextrous direction, the on-the-ground manifestation and tension management fall predominantly to the middle and frontline managers. We introduce a novel typology, classifying these managers as Evolutionists, Revolutionists, or Mediators, each with distinct cognitive framings. Our findings underscore the importance of understanding and moderating these cognitive framings to facilitate successful ambidextrous implementation. Key managerial implications include the need for heightened awareness of tension points, strategic resource allocation, mitigation of extreme cognitive framings, and the significant value of Mediator managers in steering ambidextrous strategies. This research paves the way for a deeper understanding of individual-level ambidexterity and provides crucial insights for organizations to innovate in times of discontinuous change.

Abstract Image

从不连续性变革看管理框架:革命者、进化者和调解者
本研究探讨了中层和一线管理人员在一个正在经历不连续变革的在职组织中的关键作用,强调了探索新机遇和利用现有机遇之间的平衡。虽然高层管理者设定了战略方向,但中层和一线管理者则主要负责实地执行和紧张局势管理。我们引入了一种新的类型学,将这些管理者分为进化者、革命者或调解者,他们各自具有不同的认知框架。我们的研究结果强调了理解和调节这些认知框架的重要性,以促进成功的双向实施。主要的管理意义包括:需要提高对紧张点的认识、战略资源分配、缓解极端认知框架,以及 "调解者 "管理者在指导双管齐下战略中的重要价值。这项研究为更深入地了解个人层面的灵活性铺平了道路,并为组织在不连续变化时期进行创新提供了重要的见解。
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来源期刊
CiteScore
7.70
自引率
11.40%
发文量
57
期刊介绍: Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.
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