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2 results

  • Exploring the impact of decentralized leadership on knowledge sharing and work hindrance networks in healthcare teams

  • Cara-Lynn Scheuer, Annika Voltan, Kothai Kumanan, Subhajit Chakraborty
  • Journal:
    Journal of Management & Organization / Volume 29 / Issue 1 / January 2023
    Published online by Cambridge University Press:
    12 January 2021, pp. 139-158
    • Article
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  • This paper adopts an explanatory sequential mixed method design to explore the impact of decentralized (vs. centralized) leadership on cross-functional teams' resource exchanges at a long-term care facility in Canada. In the quantitative phase, social network analyses were used to examine the direct and moderated effects (via leader–follower relationship quality; LMX) of the presence of formal decentralized leaders on: (1) knowledge sharing, and (2) work hindrance networks within cross-functional healthcare teams. In the qualitative phase, team members were interviewed regarding the impact of their decentralized leaders. Collectively, the findings suggest that the presence of a decentralized leader may enhance knowledge sharing and safeguard against work hindrance behaviors in cross-functional healthcare teams. However, these effects are contingent on the situation (e.g., LMX quality and status-based hierarchies). Implications for research and healthcare practice are discussed.

  • 3 - Transforming Product Development at Huawei

  • Xiaobo Wu, Zhejiang University, China, Johann Peter Murmann, Universität St Gallen, Switzerland, Can Huang, Zhejiang University, China, Bin Guo, Zhejiang University, China
  • Book:
    The Management Transformation of Huawei
    Published online:
    21 March 2020
    Print publication:
    09 April 2020, pp 110-135

  • Summary

    Most companies discover that management practices that work on a smaller scale no longer work when the company grows substantially. This is also true for the product development process. As Huawei grew, the firm experienced problems in terms of higher product failure rates, longer development cycles and increased R&D costs. It then turned to the consulting services of IBM to upgrade its product development processes to a larger scale. The integrated product development (IPD) system implemented at Huawei was copied from IBM’s practices. IPD’s central idea is that companies must expand cross-functional teams to perform product development and use standard processes and templates to guide those development activities. IBM promoted the IPD system by providing consulting services to other firms. However, most of them failed during implementation, and only a few of them actually benefited from the IPD system; Huawei was one of them. The IPD transformation completely changed Huawei’s product developing system and helped the company overcome its problems in developing products on a larger scale. The IPD transformation was a turning point for Huawei in becoming a world-class company. This chapter explains how the IPD system helped Huawei solve its management problems and why Huawei was successful in IPD transformation when many other companies were not.