Can leadership possess virtual pair of eyes? Organizational networks to address cultural differences for fostering business model innovation in cross-cultural teams - tooling with e-leadership
Abstract/Description
Database searches of the literature show that studies integrating organizational networks and cross-cultural leadership research are in short supply. One explanation could be underwhelming motivation to integrate research areas that historically lack consent among scholars.
What makes this integration important is the transition to the remote workspace during Covid-19 and expecting the traditional Leadership research accountable for the gaps left by rapid transition & governance to the virtual workspaces. The empirical research is based on 18 international markets of an MNE that recently received ERP upgrades. Twenty-five respondents were selected from each market, people who either had 40% or more of their work done virtually and people who might be physically in one place, but team leader working remotely (all respondents had access to the newly installed ERP and had worked on the previous distributed legacy systems). Project managers were interviewed (one-on-one Zoom / WhatsApp) to understand the dynamics of each market and the technologies used in virtual teams (prior and post to the ERP); these interviews were qualitatively analyzed to help select the scales and measure. The Parent company's attempt at standardizing the system in the foreign subsidiaries and the subsidiaries finding it harder to overcome the growing cultural difference from interim decentralization from HQ (Bolden, 2011). The activity-based theory is utilized to help understand and measure the impact on the business model innovation of a company from a generalized view of the parent company. Actor-Network Theory summoned to understand the organizational networks and implicit trait theory alongside knowledge-based theory to cross-examine the innovation performance of the subsidiaries and the impact of cultural difference on the organization's innovation. e-Leadership's moderating role measured to document the significance of communication-mediated leadership in the increasingly virtual workspace.
Keywords
Actor-Network Theory, e-Leadership, Business Model Innovation, Cross-Cultural Differences, Activity-Based Theory, Knowledge-Based Theory, Implicit Trait theory
Track
Contemporary Issues in Marketing
Session Number/Theme
Session 2D: Leadership and Management
Session Chair
Dr. Muhammad Ayaz, Institute of Business Administration, Karachi
Start Date/Time
23-6-2022 3:50 PM
End Date/Time
23-6-2022 4:10 PM
Recommended Citation
Tahirkheli, S. (2022). Can leadership possess virtual pair of eyes? Organizational networks to address cultural differences for fostering business model innovation in cross-cultural teams - tooling with e-leadership. 3rd IBA SBS International Conference 2024. Retrieved from https://ir.iba.edu.pk/sbsic/2022/program/32
COinS
Can leadership possess virtual pair of eyes? Organizational networks to address cultural differences for fostering business model innovation in cross-cultural teams - tooling with e-leadership
Database searches of the literature show that studies integrating organizational networks and cross-cultural leadership research are in short supply. One explanation could be underwhelming motivation to integrate research areas that historically lack consent among scholars.
What makes this integration important is the transition to the remote workspace during Covid-19 and expecting the traditional Leadership research accountable for the gaps left by rapid transition & governance to the virtual workspaces. The empirical research is based on 18 international markets of an MNE that recently received ERP upgrades. Twenty-five respondents were selected from each market, people who either had 40% or more of their work done virtually and people who might be physically in one place, but team leader working remotely (all respondents had access to the newly installed ERP and had worked on the previous distributed legacy systems). Project managers were interviewed (one-on-one Zoom / WhatsApp) to understand the dynamics of each market and the technologies used in virtual teams (prior and post to the ERP); these interviews were qualitatively analyzed to help select the scales and measure. The Parent company's attempt at standardizing the system in the foreign subsidiaries and the subsidiaries finding it harder to overcome the growing cultural difference from interim decentralization from HQ (Bolden, 2011). The activity-based theory is utilized to help understand and measure the impact on the business model innovation of a company from a generalized view of the parent company. Actor-Network Theory summoned to understand the organizational networks and implicit trait theory alongside knowledge-based theory to cross-examine the innovation performance of the subsidiaries and the impact of cultural difference on the organization's innovation. e-Leadership's moderating role measured to document the significance of communication-mediated leadership in the increasingly virtual workspace.
