DORA :: Browsing by Author "Hodgkinson, Ian R."

Browsing by Author "Hodgkinson, Ian R."

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Open Access
Affective Commitment within the Public Sector: Antecedents and Performance Outcomes between Ownership Types
(Public Management Review - Taylor and Francis Journals, 2018-03-01) Hodgkinson, Ian R.; Hughes, Paul; Radnor, Zoe; Glennon, Russ
How to generate affective commitment and realize its performance potential is deemed critical to public management. But in the context of service outsourcing, does ownership type influence its antecedents and performance outcomes? Drawing on postal survey data for English leisure providers, we find training is an antecedent across public and private ownership types; performance appraisal is an antecedent for private ownership only; while performance-related pay carries an insignificant effect. Affective commitment holds business and customer performance outcomes for public ownership, but insignificant effects are observed for external ownership types. Implications of this contextual variation for public management theory are discussed.
Open Access
The Antecedents of Corporate Entrepreneurship: Multilevel, Multisource Evidence
(Springer, 2021) Chang, Yi Ying; Hughes, Paul; Hodgkinson, Ian R.; Chang, Che Yuan; Seih, Yi Tai
This study employed a resource-based view to develop a multilevel model of firm-level high-performance work systems, dyad-level human capital, firm-level bridging ties and unit-level corporate entrepreneurship. We collected multisource and multilevel data from 420 senior managers, 1260 managers and 3348 employees of 210 units from 96 Taiwanese manufacturing and service sectors firms. The results revealed that dyadlevel human capital partially mediated the relationship between firm-level highperformance work systems and unit-level corporate entrepreneurship and firm-level bridging ties moderated the effect of firm-level high-performance work systems on unitlevel corporate entrepreneurship through dyad-level human capital. Our findings contribute to corporate entrepreneurship by exploring its antecedent and indirect effect from a resource-based perspective Furthermore, we have found that the indirect influence of firm-level high-performance work systems and unit-level corporate entrepreneurship varies as a function of the bridging ties at the firm level. This paper advances existing research by offering new insights in the area of corporate entrepreneurship.
Open Access
The Cognitive Micro-Foundations, and Socio-Psychological Mechanisms, of Organizational Decision-Making in Public Management
(Wiley, 2022-05-15) Hodgkinson, Ian R.; Hughes, Paul; Leite, Higor
How do cognitive micro-foundations impact organizational decision-making in the public sector? The study focuses on the relationships between two cognitive micro-processes (intuitive, type I and rational, type II), and two contrasting organizational decision-making approaches of strategic planning and organizational spontaneity. Drawing on survey data from managers working across a range of public services in Brazil, the findings reveal rational reasoning drives both approaches to organizational decision-making. Intuitive reasoning, on the other hand, is observed to drive strategic planning only. Two socio-psychological mechanisms moderate the core relationships: bureaucracy strengthens the rational reasoning–planning relationship, but weakens the intuitive reasoning–spontaneity relationship, while organizational learning plays a critical role in activating the intuitive reasoning–organizational spontaneity relationship. Post hoc analysis of variance reveals a group of public service organizations that rely heavily on both decision-making modes and highlights the core features enabling paradoxical decision-making.
Open Access
Collective Organisational Publicness versus Privateness in Community Sport: A National Panel Study of Local Authorities
(European Sport Management Quarterly, 2020-05-18) Hodgkinson, Ian R.; Hughes, Paul; Leone, Vitor
Research Question: The role and merit of publicness versus privateness in community sport provision is hotly contested in the sport management field, but is there a relationship between ownership types in local authorities’ community sport provision and sports participation levels? Research Methods: The study combines secondary data on sports participation with objective data on ownership types in community sport provision among local authorities in England, between 2009-15. The panel model examines whether the mix of ownership types in community sport is associated with differences in reported sports participation levels. Results and Findings: The study reveals higher collective organisational publicness in community sport is associated with lower sports participation levels among local populations. The opposite is true of higher collective privateness in local authorities’ provision, where higher levels of sports participation are observed among local populations. Implications: If local authorities are to influence sports participation levels among their populations, there is a need to better understand how community sport provision should be delivered. Informed by the findings, greater privateness in local authorities’ community sport provision is associated with higher sports participation levels.
Open Access
A Diagnostic Tool to Determine a Strategic Improvisation Readiness Index Score (IRIS) to Survive, Adapt, and Thrive in a Crisis
(Elsevier, 2020-07-14) Hughes, Paul; Morgan, Robert E.; Hodgkinson, Ian R.; Kouropalatis, Yiannis; Lindgreen, Adam
Crises for business-to-business (B2B) firms are characterized by unexpected or unanticipated severe threats that are highly uncertain where strategic response times are low in which executives are victim of overwhelming time pressures to action fast strategic responses to these events—as the threats bring to question the viability and survivability of the firm. Consequently, crises provoke a profound impact on executives’ sensemaking, as they attempt strategically navigate these events. We bridge thinking around crisis management with theories of strategic decision-making and conclude that strategic improvisation is a vital mechanism that enables effective management interventions to be executed as a means of surviving, adapting, or potentially thriving under challenging circumstances. We derive a theoretically grounded framework of five strategic imperatives underlying our 10C Strategic Imperative Framework for improvisation readiness. First, we develop the Improvisation Readiness Index Score (IRIS) as a means for executives to diagnose their organization’s improvisation readiness according to the requisite strategic imperatives. Second, we present a three-step guide for executives to consider for managing through crisis with improvisation and the strategic imperatives at its heart. Third, we illustrate the strategy improvisation challenges. This allows executives to close the strategic improvisation gaps between their ‘actual’ and ‘preferred’ readiness.
Open Access
Digital transformation of industrial businesses: A dynamic capability approach
(Elsevier, 2021-11-03) Ghosh, Swapan; Hughes, Mathew; Hodgkinson, Ian R.; Hughes, Paul
Industrial firms are under severe pressure to undertake digital transformation and leverage the Industrial Internet of Things (IIoT) and emerging technologies for the integration of industrial machines to share information on a real-time or near real-time basis. Though in recent years researchers have focused their attention on digital transformation, there is limited scholarly guidance for developing capabilities for such transformation. Drawing on dynamic capability theory and exploratory qualitative interviews with senior ‘elite’ executives from five of the world’s largest multinational firms, the study outlines a new conceptual framework for digital transformative capability development. The integrative framework demonstrates how the three core capabilities of digital sensing, digital seizing, and digital reconfiguring manifest through associated capabilities of Strategic Sensing, Rapid Prototyping, Organization Structure, Business Model Transformation, and Cultural/Mindset Transformation. Internal and external contingencies are proposed as moderators of the relationship between IIoT and emerging technologies, and digital transformative capability development. Collectively, the article makes the case for Digital Transformation Capability and sheds new light on the digital transformation process. Implications for theory and practice are highlighted, and limitations are discussed.
Open Access
Does Ownership Matter for Service Delivery Value? An Examination of Citizens’ Service Satisfaction
(2017-01-01) Hodgkinson, Ian R.; Hughes, Paul; Hughes, Mathew; Glennon, Russ
Governments across the world outsource service delivery to external agents, but does ownership matter for service delivery value? Though theory points to clear ownership differences on effectiveness, there remains limited empirical evidence of the impact of ownership on citizens’ satisfaction. Focusing on local authorities in England, we draw on secondary data (2007 and 2009) to examine if ownership type matters. The findings indicate that ownership–public, nonprofit, private–confers no direct benefits for citizens’ satisfaction suggesting that the outsourcing decision should not rely on unfounded assumptions about performance differentials between ownership types. The implications for public management are explored.
Open Access
Explaining the entrepreneurial orientation–performance relationship in emerging economies: The intermediate roles of absorptive capacity and improvisation
(Springer, 2017-10-07) Hughes, Paul; Hodgkinson, Ian R.; Hughes, Mathew; Arshad, Darwina
Research has established the relevance of entrepreneurial orientation (EO) to firm performance but skepticism remains because of the ambiguity surrounding how EO might improve firm performance. We examine the key concepts of absorptive capacity and improvisation as two alternative learning modes serving as intermediate steps between EO and firm performance. Locating our study within manufacturing SMEs in Malaysia, we find that absorptive capacity enhances the EO–performance relationship, both as a moderator and a mediator. In contrast to expectations, however, improvisation showed no such effects but conferred its own separate benefits instead. We further discuss the different effects of these learning modes on high performance and low performance groups.
Open Access
In Pursuit of a 'Whole Brain' Approach to Undergraduate Teaching: Implications of the Herrmann Brain Dominance Model
(2016-02-24) Hughes, Mathew; Hughes, Paul; Hodgkinson, Ian R.
The question of ‘how we learn’ continues to direct scholarly debate, yet undergraduate teaching is typically designed to homogenise the learning environment. This is despite heterogeneous learning outcomes ensuing for students, owing to their different learning styles. Accordingly, we examine the relationship between teaching methodologies and learning styles. Drawing on the Herrmann Brain Dominance Instrument and the theory of ‘whole-brain’ teaching, we find a suite of teaching methodologies that are generic across learning styles—tutorials, group work, firm-oriented case studies, game playing, reading journal papers, handouts, PowerPoint slides, in-class examples, in-class short exercises, and videos—and find a group of teaching methodologies—lectures, seminars, people-oriented case studies, creative problem-solving, reading textbooks, guest speakers, in-class small group exercises, homework, role play, problem-based learning, self-directed learning, project-based learning, and class debates—that target and develop specific learning styles. Implications of the ‘whole brain’ model for teaching and learning are discussed.
Open Access
Knowledge Management Activities and Strategic Planning Capability Development
(Emerald, 2019-10-10) Hughes, Paul; Hodgkinson, Ian R.
While the strategic management literature extols the virtues of engaging in strategic planning for superior performance, how a dynamic strategic planning capability can be developed remains underexplored; a knowledge void addressed by the paper through applying knowledge-based theory. A mail survey was sent to high technology firms randomly sampled from the Kompass Directory of UK businesses. Firms were sampled at the SBU level, given the focus on strategic planning capability. An organization’s strategic planning capability derives from extensive information distribution and organizational memory. While learning values is non-significant, symbolic information use degrades the development of a strategic planning capability. By investigating the contributory activities that lead to strategic planning capability development, the findings establish how strategic planning materializes in organizations. Further, the differential effects found for knowledge management activities on strategic planning capability development extends empirical studies that suggest knowledge is always a central tenet of strategic planning. A set of key knowledge activities are identified that managers must address for strategic planning capability development: strategic planning routines and values of search, analysis, and assessment should be appropriately informed by investments in knowledge dissemination and memory on a continual basis. Meanwhile, information misuse compromises strategic planning capabilities and managers must protect against out-of-context or manipulated information from infiltrating into organizational memory. Despite the advent of the Knowledge-Based Theory and its core premise that capabilities derive from knowledge management activities, little research has been conducted into demonstrating the knowledge-based antecedents of a strategic planning capability.
Open Access
Knowledge-based Theory, Entrepreneurial Orientation, Stakeholder Engagement, and Firm Performance
(Wiley, 2021-08-14) Hughes, Mathew; Hughes, Paul; Hodgkinson, Ian R.; Chang, Yi Ying; Chang, Che Yuan
Research summary: Our understanding of entrepreneurial orientation (EO) is limited by the inattention to why a firm arranges itself to give rise to EO, what sets its strategic intent, and what affects its contribution to performance. These omissions have led to calls for a causally adjacent theory of EO. Grounded in knowledge-based theory, we investigated (a) how knowledge production gives rise to EO, (b) how the relationship between EO and profitability is mediated by knowledge use, and (c) how this relationship between EO and knowledge use is moderated by stakeholder engagement. Using multi- respondent, multi-source data from small-and-midsize enterprises in two economically distinct East Asian countries, Taiwan and Japan, empirical evidence supports our theory. Our findings are consistent across both studies. We contribute a knowledge-based theory of EO. Managerial summary: Why do some firms organize to be entrepreneurial while others do not, and why do some entrepreneurially oriented firms profit more financially than others? We find that those firms that organize processes to accumulate, aggregate, activate, store, manage, and distribute knowledge become more entrepreneurial oriented as the means to create wealth from this 'knowledge production‘. In other words, knowledge production can affect perceptions of opportunities and resources, leading to choices about organizational arrangements to best use knowledge. However, we find that the firm also needs to be adept at knowledge use to profit financially from its entrepreneurial endeavors, and leading firms utilize stakeholder engagement to strengthen the relationship between entrepreneurial behavior and knowledge use on the route to greater profitability.
Open Access
The mediation between participative leadership and employee exploratory innovation: Examining intermediate knowledge mechanisms
(Emerald Publishing, 2019-03-12) Chang, Yi Ying; Hodgkinson, Ian R.; Hughes, Paul; Chang, Che-Yuan
We examine mediation effects of coworker knowledge sharing and absorptive capacity on the participative leadership–employee exploratory innovation relationship in R&D units of Taiwanese technology firms. Deploying a time-lagged questionnaire method implemented over four business quarters, data is generated from 1600 paired samples (managers and employees) in R&D units of Taiwanese technology firms. The structural equation modeling results reveal that (1) participative leadership is positively related to employee exploratory innovation; (2) coworker knowledge and (3) absorptive capacity partially mediate the relationship between participative leadership and employee exploratory innovation independently; and, (4) coworker knowledge sharing in combination with absorptive capacity partially mediates this relationship. The results extend previous research on participative leadership and innovation by demonstrating that participative leadership is related to employee exploratory innovation (Lee and Meyer-Doyle, 2017; Mom et al., 2009).Results also confirm that participative leadership drives employee exploratory innovation through employee absorptive capacity. This reinforces the need highlighted by Lane et al. (2006) to investigate the role of absorptive capacity at the individual-level. Collectively, while participative leadership is important for employee exploratory innovation it is the knowledge mechanisms existing and interacting at the employee-level that are central to generating increased employee exploratory innovation from this leadership approach.
Open Access
The Multi-Level Effects of Corporate Entrepreneurial Orientation on Business Unit Radical Innovation and Financial Performance
(Elsevier, 2020-03-20) Hughes, Mathew; Chang, Yi Ying; Hodgkinson, Ian R.; Hughes, Paul; Chang, Che-Yuan
Corporate enterprises must support its business units to adapt to changes that are increasingly dramatic and complex. In response, corporate entities must organize to embed a corporate entrepreneurial orientation (EO) that pervades the actions of its business units to create the radical innovations needed to thrive in these circumstances. By developing a global willingness–local ability framework, we test a multi-level model of corporate EO by conceptualizing its effects on business unit radical innovation and business unit financial performance, moderated by business unit R&D resourcing and business unit absorptive capacity. With data from 2820 business units of 1290 Taiwanese corporations from two separate surveys, we find support for our theoretical expectations and contribute much-needed knowledge of the multi-level effects of EO and the conditions to turn EO into actual innovation activity and profit from it.
Open Access
New Development‒Citizen Science: Discovering (New) Solutions to Wicked Problems
(Taylor and Francis, 2021-06) Hodgkinson, Ian R.; Mousavi, Sahar; Hughes, Paul
Open Access
Planning to Improvise? The Role of Reasoning in the Strategy Process: Evidence from Malaysia
(Spinger, 2017-07-10) Hughes, Paul; Hodgkinson, Ian R.; Arshad, Darwina; Hughes, Mathew; Leone, Vitor
Planning and improvisation are depicted as alternate decision-making orientations in the strategy process literature, executed by two parallel cognitive contexts: rational or intuitive, but can rationality and intuition be harmonised in the strategy process? Strategic managers may not have to choose to either plan or improvise, rather there is a need to shift the focus of research from such trade-offs to paradoxical thinking. Drawing on survey data from Malaysian research-intensive firms, we investigate how strategy develops through managers’ strategic reasoning under key external (market turbulence) and internal (centralisation, manager level) contingencies. In contrast to common assumptions in the management literature, we find that both rational and intuitive reasoning can drive planning and improvisation for firms in emerging economies, with additional positive moderation effects under centralisation and manager level. Firms that achieve high levels of both planning and improvisation concurrently are characterised by significantly greater rationality relative to the high planning group and the high improvisation group. The findings extend strategy process research, highlighting how firms in emerging economies differ from theory derived from developed economies.
Open Access
Product-Market Planning Capability and Profitability
(Elsevier, 2020-08-21) Hughes, Paul; Hodgkinson, Ian R.; Morgan, Robert E.; Hughes, Mathew; Hughes, Chih-Hsien Lois
We test the profit implication of product-market planning as a dynamic capability, from a contingency theory perspective. Among a sample of high-technology industrial organizations, we find that product-market planning capability is significantly and positively related to profits under marketing differentiation, but negative implications ensue for those adopting cost efficiency strategies. Pursuing hybrid strategies has no significant effect, while technological turbulence also has no moderating effect. Additional analysis establishes the temporal effects of product-market planning capability on 3-year lagged profits. These differential results are considered within a contingency framework. Implications are identified and discussed for industrial marketing management theory and practice.
Open Access
Public Service Performance: Exploring the Effects of Strategy Configurations Among Ownership Types
(Taylor and Francis, 2017-05-14) Hodgkinson, Ian R.; Hughes, Paul
We focus on ownership as a critical issue for service delivery and examine under which strategy configurations ownership types realize performance. Examining different ownership types that coexist in service delivery (public, nonprofit, and private), we explore how and where different ownership types generate performance returns across customer, business, and social dimensions. Using a configurational approach, we find that ‘fit’ between strategy and ownership type can deliver both social and business performance returns for public providers, customer and social performance advantages for nonprofit providers, but only customer performance gains for private ownership types. Through additional analysis differences in the identity of prioritized stakeholders between ownership types are explored to better explain their performance goals. The influence of local government for public providers versus the prioritization of funders for nonprofit and private providers is the one clear difference between types. Implications for public management theory and practice are identified and discussed.
Open Access
Quadratic effects of dynamic decision-making capability on innovation orientation and performance: evidence from Chinese exporters
(Elsevier, 2018-12-10) Hughes, Paul; Souchon, Anne L.; Nemkova, Ekaterina; Hodgkinson, Ian R.; Oliveira, Joao S.; Boso, Nathaniel; Hultman, Magnus; Banin, Abena Yeboah; Sy-Chango, Joseph
This study examines quadratic effects of three export decision-making approaches (planning, creativity and spontaneity) on innovation orientation, and the direct effect of innovation orientation on export market performance. The model, anchored in decision theory and dynamic capabilities, is tested on a sample of Chinese exporting firms using structural equation modelling. Findings indicate that while a greater proclivity to innovate is beneficial for export market performance, a more complex web of relationship is revealed between the three export decision-making approaches and innovation orientation, providing insights on the operationalization of a dynamic decision-making capability. Specifically, while an increasing level of export planning reduces an exporter’s capacity to innovate, creativity has a positive direct effect on exporters’ innovation orientation, which also benefits from extreme spontaneity in export decision-making. We discuss theoretical contributions and export managerial implications of this dynamic decision-making capability for industrial marketing management.
Open Access
Strategic Entrepreneurship Behaviours and the Innovation Ambidexterity of Young Technology-Based Firms in Incubators
(Sage, 2020-07) Hughes, Mathew; Hughes, Paul; Morgan, Robert E.; Hodgkinson, Ian R.; Lee, Younggeun
Innovation ambidexterity is especially complex for young technology-based firms because they are resource-challenged and knowledge-deficient in strategic terms; but they possess considerable scope for entrepreneurship. Strategic entrepreneurship may provide a solution. Incubators emerged as a policy solution precisely due to this dilemma. We conceptualise that strategic entrepreneurship, as a synthesis of young technology-based firms’ opportunity-seeking and advantage-seeking behaviours, can affect both explorative and exploitative innovation activities in these firms, and expect that subsequent innovation ambidexterity affects profitability. Our empirical analyses reveal complex and competing interrelationships that both ease and exacerbate the tensions associated with innovation ambidexterity. We contribute to theory by testing strategic entrepreneurship as it applies to innovation ambidexterity and evidence behaviours that contribute to its foundations. To entrepreneurs and managers, we offer a set of prescriptions for innovation ambidexterity in young firms that accounts for the complementarities between complex and theoretically opposing constructs.
Open Access
Strategy Content and Public Service Provider Performance in the UK: An Alternative Approach
(Wiley, 2014-05-22) Hodgkinson, Ian R.; Hughes, Paul
This article presents an alternative empirical test of the relationship between strategy content and service provider performance. Strategy content, conceptualized as comprising strategic stance and strategic action, has been shown to be a means to improve public service performance. We contribute to this growing body of research by deriving an alternative typology of strategy to better reflect competitive conditions in the public sector, which existing strategy typologies cannot fully explain. By assuming that public service providers must follow strategies best suited to their internal and external conditions for improved performance, we evaluate the significance of ‘fit’ between alternative strategic stances and organizational characteristics. Compromising the delivery of a strategy invariably leads to a misfit between strategy and what the service provider is actually doing. We highlight how to optimize strategic fit, to maximize service provider performance. Conclusions are drawn for public management theory and practice.

Browsing by Author "Hodgkinson, Ian R."

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