Hiebl, Martin R. W.
Preferred name
Hiebl, Martin R. W.
ORCID
Scopus Author ID
55635544000
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Publication Access status: Metadata only , Automation, organizational ambidexterity and the stability of employee relations: new tensions arising between corporate entrepreneurship, innovation management and stakeholder managementWhile previous entrepreneurship research has only seldom drawn on organizational ambidexterity, the analysis of the important contemporary tensions among entrepreneurship, innovation management and strategic management issues may be facilitated by more closely analysing organizational ambidexterity in entrepreneurial settings. In this paper, we follow this thinking and more closely analyse an often applied form of corporate entrepreneurship: automation. Such automation is transferring work that was formerly conducted by humans to machines and may thus result in new tensions between corporate entrepreneurship, innovation management and the management of organizational stakeholders such as employees. The present paper investigates whether increased automation lowers the stability of firms’ relationships with their employees. In addition, we expect that this relationship is moderated by organizational ambidexterity, as employees may have perceived ambidexterity as a signal that their firm will not overly invest in exploitation only, but maintain a balance between exploitation and exploration. Drawing on stakeholder theory, previous insights into corporate entrepreneurship and a survey of German Mittelstand firms, our findings show that highly ambidextrous firms are indeed more vulnerable to automation, leading to lower employee relational stability. Our findings thus suggest that in highly ambidextrous firms, novel tensions around automation-related corporate entrepreneurship will be detrimental to the stability of the firm’s relations with one of its key stakeholder groups: employees.Source Type:Article1 - Some of the metrics are blocked by yourconsent settings
Publication Access status: Metadata only , Conflict Management Strategies and the Digitalization of Family Firms: The Moderating Role of Generational Ownership Dispersion(2023); Family business research indicates that digital transformation may lead to substantial conflicts. However, little is known about how conflict management strategies address such conflicts. We thus mobilize conflict theory and empirically examine the impact of these strategies on the level of family business digitalization and whether such strategies are contingent on the number of ownership generations involved. To do so, we draw on a combination of a survey of 85 German family firms and in-depth interviews with 13 family business actors. Our quantitative results indicate that selected strategies can help reach higher levels of digitalization, but their effects are contingent on generational ownership dispersion. Additionally, our qualitative insights suggest that, in case of multiple active ownership generations, senior family generations feel less responsible for digitalization and pass it on to the younger generation. However, where ownership is concentrated in one generation, collaboration strategies seem crucial to prevent digitalization-related conflicts.Source Type:Article3
