Process and trends in strategy and form of organizational structures (research of Istrian Partnership Companies of Hospitality)

1997 ◽  
Vol 3 (2) ◽  
pp. 343-362
Author(s):  
Marli Gonan Božac ◽  
Marčelo Dujanić ◽  
Tihomir Vranešević
Keyword(s):  
Organizational Structure ◽  
Dynamic Process ◽  
Top Management Team ◽  
Executive Leadership ◽  
Organizational Structures ◽  
Management Team ◽  
Top Management ◽  
Organizational Redesign

The success of partnership companies of hospitality depends on occasional and constant improvements. The two most important stimuluses of improvement are the change of organizational structures (organizational redesign), and the executive leadership. The executive leadership and thereby the top management team has the key role. The redesign of organizational structures has to be a dynamic process which will enable the compatibility with its surrounding. The analysis of the organizational structure and strategy is conducted on the sample of Istrian partnership companies of hospitality.

scholarly journals The role of innovation narratives in accomplishing organizational ambidexterity

2020 ◽  
pp. 147612701989723 ◽  
Author(s):  
Mairi Maclean ◽  
Charles Harvey ◽  
Benjamin D Golant ◽  
John AA Sillince
Keyword(s):  
Real Time ◽  
Dynamic Process ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Organizational Ambidexterity ◽  
Top Executives ◽  
Exploration Exploitation ◽  
Polyphonic Model

Persistent tensions arising from the exploration–exploitation paradox continuously threaten the accomplishment of organizational ambidexterity. Structural, contextual, and sequential solutions designed to alleviate these tensions dominate the ambidexterity literature. None of these adequately explains how top executives implement tension-alleviating managerial initiatives or how they respond in real time to tension-induced organizational perturbations. In this article, through analysis of top management team speeches at Procter & Gamble over a 15-year period, we show how the construction and communication of four innovation narratives—contextualizing, mutualizing, dramatizing, and focalizing—reduced tensions and enhanced organizational ambidexterity. We demonstrate the importance of top management team reflexivity in devising and communicating performative narratives, illustrate the polyphonic model of narrative strategizing, and present a cyclical model suggesting that the accomplishment of organizational ambidexterity is an ongoing dynamic process.

scholarly journals Corporate governance is directors making decisions: reforming the outward foundations for inside decision making

2004 ◽  
Vol 2 (1) ◽  
pp. 129-136 ◽  
Author(s):  
Michael Useem
Keyword(s):  
Decision Making ◽  
Corporate Governance ◽  
Top Management Team ◽  
Executive Leadership ◽  
Strategic Thinking ◽  
Management Team ◽  
Top Management ◽  
Board Leadership ◽  
The Right

If companies do have the right directors and practices in place, they will benefit from board leadership along with executive leadership. Great leadership is required of the top management team, but it is equally essential from those who are ultimately responsible for the team and the fate of the firm. Good decisions premised on strategic thinking and followed by timely execution will give the board what it needs to give the investors what they deserve.

Examining the pull, the push, and their simultaneous effects on managerial turnover

2020 ◽  
Vol 58 (12) ◽  
pp. 2639-2654 ◽  
Author(s):  
Yoonhee Choi ◽  
Namgyoo K. Park
Keyword(s):  
Top Management Team ◽  
The United States ◽  
Management Team ◽  
Top Management ◽  
Content Type ◽  
Economic Mechanism ◽  
Positive Effects ◽  
Psychological Mechanisms ◽  
Managerial Turnover ◽  
Psychological Mechanism

PurposeThis paper aims to examine the economic and psychological mechanisms in turnover at the managerial level. The paper investigates how (1) the ease of moving posed by alternative jobs (i.e. the economic mechanism) and (2) the desire to move due to low job satisfaction (i.e. the psychological mechanism) simultaneously influence top management team (TMT) turnover and these managers' subsequent job position and pay.Design/methodology/approachUsing 25 years of panel data on more than 2,000 top managers in the United States, the paper utilizes fixed-effects logistic regressions and the ordinary least squares model to test the hypotheses.FindingsThe authors find that CEO awards (an economic mechanism) and low compensation (a psychological mechanism) independently have positive effects on turnover. Turnover due to the economic mechanism leads to a higher position and pay, whereas turnover due to the psychological mechanism does not guarantee the same outcome. Further, when examining how pay dissatisfaction influences turnover simultaneously with CEO awards, the authors find that managers with the highest pay leave their firm, and not those with the lowest pay.Originality/valueThe paper employs the pull-and-push theory in the employee turnover literature and applies it to the top management team literature. By doing so, this paper contributes original insights to how economic and psychological mechanisms simultaneously affect managerial turnover and its subsequent outcomes.

"Top Management Team Attributes, Bricolage and Ambidexterity in SMEs"

2015 ◽  
Vol 2015 (1) ◽  
pp. 14431
Author(s):  
Roxana Turturea ◽  
Justin J.P. Jansen ◽  
Ingrid Verheul
Keyword(s):  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Team Attributes
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