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Prof. Urs Daellenbach
Victoria University of Wellington

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Research article
Published: 30 March 2021 in Journal of Management & Organization
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Indigenous literature suggests Māori businesses are distinct within Aotearoa New Zealand, due to facing unique challenges and having different operating preferences. It could also be argued that Māori and non-Māori enterprises in the private, public and not-for-profit sectors are identical as a function of operating in similar markets. However, there is a paucity of empirical evidence, and the present article rectifies this with a study of 230 Aotearoa enterprises, including 24 Māori. We test differences and find Māori enterprises report higher cultural capital, which relates to employees' knowledge and skills towards working with and respecting cultural values. However, we find no differences across human capital, relational capital, entrepreneurial culture, and organisational performance. The findings suggest that apart from a culturally specific factor, Māori and non-Māori enterprises appear to be similarly enabled, which provides a useful benchmark for understanding Māori business. We discuss the implications for research.

ACS Style

Jarrod Haar; William John Martin; Katharina Ruckstuhl; Diane Ruwhiu; Urs Daellenbach; Azka Ghafoor. A study of Aotearoa New Zealand enterprises: how different are Indigenous enterprises? Journal of Management & Organization 2021, 1 -15.

AMA Style

Jarrod Haar, William John Martin, Katharina Ruckstuhl, Diane Ruwhiu, Urs Daellenbach, Azka Ghafoor. A study of Aotearoa New Zealand enterprises: how different are Indigenous enterprises? Journal of Management & Organization. 2021; ():1-15.

Chicago/Turabian Style

Jarrod Haar; William John Martin; Katharina Ruckstuhl; Diane Ruwhiu; Urs Daellenbach; Azka Ghafoor. 2021. "A study of Aotearoa New Zealand enterprises: how different are Indigenous enterprises?" Journal of Management & Organization , no. : 1-15.

Journal article
Published: 08 March 2021 in The International Journal of Human Resource Management
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While the links between High Performance Work Systems (HPWS) and performance are established, we extend this literature by (1) focusing on new products/services innovation and (2) testing relationships on SMEs (up to 250 employees). Specifically, we test a path model whereby HPWS influences human capital and ultimately innovation. Furthermore, to better understand potential resource differences within SMEs of different size, and the business environment context operated in, we also test (3) firm size and (4) competitive rivalry as moderators. Combining these factors, we test moderated mediation models and use a sample of 253 SMEs with time-lagged data. Findings show HPWS are positively related to a firm’s human capital and innovation, and the direct effect of HPWS is partially mediated by human capital. Moderation effects highlight that firm size is most important, with larger SMEs outperforming smaller SMEs only when they have high HPWS. Greater competitive rivalry in conjunction with HPWS (2-way) and for larger SMEs (3-way) produces the highest levels of human capital. Finally, a moderated mediation effect is found for firm size, showing that the indirect effect of HPWS on innovation (through human capital) strengthens as SMEs get larger. The implications for HPWS and SME innovation are discussed.

ACS Style

Jarrod Haar; Conor O’Kane; Urs Daellenbach. High Performance Work Systems and Innovation in New Zealand SMEs: Testing Firm Size and Competitive Environment Effects. The International Journal of Human Resource Management 2021, 1 -29.

AMA Style

Jarrod Haar, Conor O’Kane, Urs Daellenbach. High Performance Work Systems and Innovation in New Zealand SMEs: Testing Firm Size and Competitive Environment Effects. The International Journal of Human Resource Management. 2021; ():1-29.

Chicago/Turabian Style

Jarrod Haar; Conor O’Kane; Urs Daellenbach. 2021. "High Performance Work Systems and Innovation in New Zealand SMEs: Testing Firm Size and Competitive Environment Effects." The International Journal of Human Resource Management , no. : 1-29.

Journal article
Published: 01 December 2019 in Academy of Management Learning & Education
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ACS Style

Duncan Neil Angwin; Stephen Cummings; Urs Daellenbach. How the Multimedia Communication of Strategy Can Enable More Effective Recall and Learning. Academy of Management Learning & Education 2019, 18, 527 -546.

AMA Style

Duncan Neil Angwin, Stephen Cummings, Urs Daellenbach. How the Multimedia Communication of Strategy Can Enable More Effective Recall and Learning. Academy of Management Learning & Education. 2019; 18 (4):527-546.

Chicago/Turabian Style

Duncan Neil Angwin; Stephen Cummings; Urs Daellenbach. 2019. "How the Multimedia Communication of Strategy Can Enable More Effective Recall and Learning." Academy of Management Learning & Education 18, no. 4: 527-546.

Journal article
Published: 30 October 2019 in Technology Innovation Management Review
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ACS Style

Kirsty De Jong; Urs Daellenbach; Sally Davenport; Jarrod Haar; Shirley Leitch. Giving Science Innovation Systems a 'Nudge'. Technology Innovation Management Review 2019, 9, 51 -61.

AMA Style

Kirsty De Jong, Urs Daellenbach, Sally Davenport, Jarrod Haar, Shirley Leitch. Giving Science Innovation Systems a 'Nudge'. Technology Innovation Management Review. 2019; 9 (10):51-61.

Chicago/Turabian Style

Kirsty De Jong; Urs Daellenbach; Sally Davenport; Jarrod Haar; Shirley Leitch. 2019. "Giving Science Innovation Systems a 'Nudge'." Technology Innovation Management Review 9, no. 10: 51-61.

Tuia250 supplement
Published: 06 October 2019 in Journal of the Royal Society of New Zealand
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This paper explores what it takes to develop a common language and shared sense of purpose between Māori and the high-tech science sector. Robotics and automation, 3-D printing, sensors, and digital technologies are shaping New Zealand’s economy in fundamental ways. If, as envisioned under New Zealand’s Vision Mātauranga policy, Māori contribution to economic growth through distinctive Indigenous innovation is to be recognised and valued, then how this happens in these frontier science domains requires investigation. Findings are presented from the first phase of a longitudinal study of one National Science Challenge: Science for Technological Innovation (SfTI) – Kia Kotahi Mai, Te Ao Pūtaiao me te Ao Hangarau. Collecting a variety of data from science, business and Māori participants, the findings suggest that while there is enabling macro policy, organisational and science team human and relational capacities require recalibrating. The authors outline a model of how this can be done through a focus on mātauranga (knowledge), tikanga (practice) and kaupapa (focus areas) and how SfTI is reshaping its organisational practice to align to this model. The research also identifies the important role of the science intermediary as crucial to this alignment within teams.

ACS Style

Katharina Ruckstuhl; Jarrod Haar; Maui Hudson; Maria Amoamo; Jordan Waiti; Diane Ruwhiu; Urs Daellenbach. Recognising and valuing Māori innovation in the high-tech sector: a capacity approach. Journal of the Royal Society of New Zealand 2019, 49, 72 -88.

AMA Style

Katharina Ruckstuhl, Jarrod Haar, Maui Hudson, Maria Amoamo, Jordan Waiti, Diane Ruwhiu, Urs Daellenbach. Recognising and valuing Māori innovation in the high-tech sector: a capacity approach. Journal of the Royal Society of New Zealand. 2019; 49 (sup1):72-88.

Chicago/Turabian Style

Katharina Ruckstuhl; Jarrod Haar; Maui Hudson; Maria Amoamo; Jordan Waiti; Diane Ruwhiu; Urs Daellenbach. 2019. "Recognising and valuing Māori innovation in the high-tech sector: a capacity approach." Journal of the Royal Society of New Zealand 49, no. sup1: 72-88.

Journal article
Published: 13 August 2019 in Sustainability
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Interpersonal relationships play an important role in work success, and this is especially so for managers. The present study tests the Positive Relational Management (PRM) Scale and its influence on organizational trust, with the effects potentially mediated by work-life balance. Hence, more positive relationships at work shape better management of work-life issues, and ultimately build trust perceptions. We test this on a sample of 600 New Zealand managers and include managerial hierarchy as a moderator to determine whether positive relationships become less important as management level increases. Ultimately, we test a moderated mediation model in PROCESS and confirm the dimensionality and reliability of the scale. We find PRM is positively related to work-life balance and organizational trust, while work-life balance partially mediates this effect. In addition to two significant two-way interactions, we find support for a moderated mediation effect, with the indirect effect of PRM being positive and strongest for low-level managers, but a reduction in the strength of the indirect effects for middle- and senior-managers. Hence, the importance of interpersonal relationships is especially powerful for low-level managers. The implications for understanding the importance of PRM for managers are discussed.

ACS Style

Jarrod Haar; Annamaria Di Fabio; Urs Daellenbach. Does Positive Relational Management Benefit Managers Higher Up the Hierarchy? A Moderated Mediation Study of New Zealand Managers. Sustainability 2019, 11, 4373 .

AMA Style

Jarrod Haar, Annamaria Di Fabio, Urs Daellenbach. Does Positive Relational Management Benefit Managers Higher Up the Hierarchy? A Moderated Mediation Study of New Zealand Managers. Sustainability. 2019; 11 (16):4373.

Chicago/Turabian Style

Jarrod Haar; Annamaria Di Fabio; Urs Daellenbach. 2019. "Does Positive Relational Management Benefit Managers Higher Up the Hierarchy? A Moderated Mediation Study of New Zealand Managers." Sustainability 11, no. 16: 4373.

Journal article
Published: 22 June 2019 in Sustainability
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Interpersonal relationships at work are important especially for the well-being of employees. The present study tests Positive Relational Management (PRM) and its influence on employee happiness, and we include two firm-level moderators and an individual-level mediator to better understand the potential complexity of effects. Importantly, we test this in the context of New Zealand, which has been under-represented in employee studies of happiness and is important due to a growing national interest in wellbeing. We test whether positive relationships at work shape greater meaningful work (MFW) and this then influences happiness and mediates the effects of PRM. We also include Human Capital (the quality of people inside the firm) and firm size as moderators and combine these all to test a moderated moderated mediation model in PROCESS. We test this on a sample of 302 New Zealand managers with time-separated data. We confirm the dimensionality and reliability of the PRM scale and find it is positively related to MFW and happiness, while MFW fully mediates the direct effect of PRM. We find interaction effects including a moderated moderated mediation effect, with the indirect effect of PRM differing depending on firm size and the strength of human capital. The implications for understanding the importance of relationships on employee happiness is discussed.

ACS Style

Jarrod Haar; Anja Schmitz; Annamaria Di Fabio; Urs Daellenbach. The Role of Relationships at Work and Happiness: A Moderated Moderated Mediation Study of New Zealand Managers. Sustainability 2019, 11, 3443 .

AMA Style

Jarrod Haar, Anja Schmitz, Annamaria Di Fabio, Urs Daellenbach. The Role of Relationships at Work and Happiness: A Moderated Moderated Mediation Study of New Zealand Managers. Sustainability. 2019; 11 (12):3443.

Chicago/Turabian Style

Jarrod Haar; Anja Schmitz; Annamaria Di Fabio; Urs Daellenbach. 2019. "The Role of Relationships at Work and Happiness: A Moderated Moderated Mediation Study of New Zealand Managers." Sustainability 11, no. 12: 3443.

Journal article
Published: 10 June 2019 in European Business Review
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Purpose The purpose of this paper is to untangle the impacts of a firm’s corporate reputation and its alliance partners’ social capital on its financial performance, drawing on the relational and the network points of view. Design/methodology/approach This paper explored the moderating effect of corporate reputation on the relationship between partners’ social capital (e.g. resource heterogeneity, structural relations and partners’ social ties) and a focal firm’s performance. An OLS three-step regression model (controls, main effects and interaction effects) was used to test the proposed hypotheses based on 265 US joint ventures. Findings The influence of partners’ social capital on a focal firm’s performance is negatively moderated by the focal firm’s reputation at the firm and network levels; larger and more prestigious firms listed in Fortune database tend to choose partners with a higher level of resource heterogeneity, whereas smaller firms tend to choose partners in similar industries to increase economies of scale. The social capital factors of the partners will have different effects on the focal firm performance. Originality/value The value of this paper is in providing insight into the importance and nuances of corporate reputation in offsetting the advantages of inter-firm alliances and their impact on firm performance. In particular, the performance benefits of inter-firm alliance partners’ social ties and heterogeneous resources are negatively affected by the corporate reputation of a firm.

ACS Style

Xiaoyu Liu; Harrie Vredenburg; Urs Daellenbach. The moderating effect of corporate reputation on inter-firm alliance impact on company performance. European Business Review 2019, 31, 524 -543.

AMA Style

Xiaoyu Liu, Harrie Vredenburg, Urs Daellenbach. The moderating effect of corporate reputation on inter-firm alliance impact on company performance. European Business Review. 2019; 31 (4):524-543.

Chicago/Turabian Style

Xiaoyu Liu; Harrie Vredenburg; Urs Daellenbach. 2019. "The moderating effect of corporate reputation on inter-firm alliance impact on company performance." European Business Review 31, no. 4: 524-543.

Book chapter
Published: 28 May 2019 in Advances in Mergers and Acquisitions
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Value is one of the most central concepts in mergers and acquisitions (M&As); however, a broad and systematic examination of value’s various connotations and respective uses is yet to be developed. The chapter canvasses wider theory on value and illustrates how its varieties across economics and ethics share common roots through which they supplement each other. It reviews how these forms of value have been used in research on M&As. Studies in strategic management have predominantly used ‘value’ to address shareholder value or have left it undefined by assuming a common understanding of value creation. Research in organisational behaviour and human resources has addressed ‘values’, often through culture, but the focus is largely with the utility of values to value. The authors outline an agenda for future research on value(s) in M&As, whereby it is theorised in integrative, relational, dynamic and pluralistic terms. Studies need to: (i) clearly articulate value(s): for whom? how? and to what effect?; (ii) examine value relations in both social and economic terms, and address the value(s) that are good for a range of internal and external stakeholders; (iii) recognise that at the heart of both value and values are processes and practices of evaluation whereby value(s) are regenerated through multiple contextual positions and contingent relationships, and (iv) explicate the contestation that shapes which values ought to be valued and articulate the ethics inherent in the varieties and values of value and their consequences for a range of M&A constituents.

ACS Style

Sally Riad; Urs Daellenbach. Chapter 9 Varieties of Value in Mergers and Acquisitions: Time For a New Research Agenda. Advances in Mergers and Acquisitions 2019, 125 -138.

AMA Style

Sally Riad, Urs Daellenbach. Chapter 9 Varieties of Value in Mergers and Acquisitions: Time For a New Research Agenda. Advances in Mergers and Acquisitions. 2019; ():125-138.

Chicago/Turabian Style

Sally Riad; Urs Daellenbach. 2019. "Chapter 9 Varieties of Value in Mergers and Acquisitions: Time For a New Research Agenda." Advances in Mergers and Acquisitions , no. : 125-138.

Chapter
Published: 22 February 2019 in Fundamental Determinants of Entrepreneurial Behaviour
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In this chapter, we make the case that capacity development initiatives aimed at generating greater entrepreneurial behaviours among academic scientists remain under-explored in the literature. We suggest that external government-funded programmes, in the form of macro-level grand challenges, that foster greater entrepreneurial engagement and commercial orientation among the science community have been under-examined in comparison to other key meso- and micro-level determinants and challenges such as scientists’ motives/incentives, professional role identity, social environment, support structures and their individual attributes and competencies. We clarify the notion of entrepreneurial behaviour and how it relates to academic entrepreneurship. The chapter closes with an example of an ongoing publicly funded capacity development programme underway in New Zealand (NZ) titled ‘Building NZ’s Innovation Capacity’.

ACS Style

Conor O’Kane; Jing A. Zhang; Urs Daellenbach; Sally Davenport. Building Entrepreneurial Behaviours in Academic Scientists: Past Perspective and New Initiatives. Fundamental Determinants of Entrepreneurial Behaviour 2019, 145 -166.

AMA Style

Conor O’Kane, Jing A. Zhang, Urs Daellenbach, Sally Davenport. Building Entrepreneurial Behaviours in Academic Scientists: Past Perspective and New Initiatives. Fundamental Determinants of Entrepreneurial Behaviour. 2019; ():145-166.

Chicago/Turabian Style

Conor O’Kane; Jing A. Zhang; Urs Daellenbach; Sally Davenport. 2019. "Building Entrepreneurial Behaviours in Academic Scientists: Past Perspective and New Initiatives." Fundamental Determinants of Entrepreneurial Behaviour , no. : 145-166.

Conference paper
Published: 01 August 2018 in Academy of Management Proceedings
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The role of research and development (R&D) has been assessed as being poorly integrated in New Zealand (NZ) firms, leading to an expectation that it contributes little to performance of most firms in NZ. However, under the Resource Based View this rarity provides an opportunity for firms to outperform their competitors. We test a path model with absorptive capacity as a foundational precursor, then intellectual capital factors as our first set of mediators, with R&D partnerships and entrepreneurial orientation as a second set of mediators, to product innovation as our outcome. Finally, given the extra resources of larger firms, we also test firm size as a moderator. Using Structural Equation Modeling on a sample of 178 NZ private sector firms, we find absorptive capacity is positively associated with all constructs, although partially mediating. The mediators also influence other constructs distinctly and combined we gain a better understanding of paths to product innovation. However, it is via the multiple significant moderating effects from firm size that we gain a clearer understanding of the effectiveness of factors, especially R&D partnerships. We highlight the importance of factors – including R&D partnerships - on product innovation, and discuss the implications for NZ firms.

ACS Style

Jarrod Haar; Urs S. Daellenbach; Sally Davenport; Katharina Ruckstuhl; Conor O Kane; Diane Rongo Ruwhiu. The Role of R&D Partnerships and Firm Size in Product Innovation: A Study of New Zealand Firms. Academy of Management Proceedings 2018, 2018, 1 .

AMA Style

Jarrod Haar, Urs S. Daellenbach, Sally Davenport, Katharina Ruckstuhl, Conor O Kane, Diane Rongo Ruwhiu. The Role of R&D Partnerships and Firm Size in Product Innovation: A Study of New Zealand Firms. Academy of Management Proceedings. 2018; 2018 (1):1.

Chicago/Turabian Style

Jarrod Haar; Urs S. Daellenbach; Sally Davenport; Katharina Ruckstuhl; Conor O Kane; Diane Rongo Ruwhiu. 2018. "The Role of R&D Partnerships and Firm Size in Product Innovation: A Study of New Zealand Firms." Academy of Management Proceedings 2018, no. 1: 1.

Conference paper
Published: 01 August 2018 in Academy of Management Proceedings
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Corporate entrepreneurship is linked to positive firm outcomes including financial performance and employee retention. However, little is understood about the pressures such cultures place on managers. The present study investigates a model towards understanding the influence that corporate entrepreneurship has on managers’ work-family conflict and psychological wellbeing (anxiety and depression). In addition, we explore the role of organizational trust as a moderator – expecting corporate entrepreneurship to build trust, and subsequently buffer the detrimental links. Using a sample of 310 New Zealand managers, and structural equation modeling, we find support for corporate entrepreneurship being positively related to all constructs - to trust, but also conflict, anxiety and depression, as well as support for our moderation effects. Overall, organizational trust is directly related to all wellbeing outcomes and buffers three of the four detrimental relationships. The findings suggest that the pressures to be innovative and take risks places demands on managers psychological wellbeing, but these appear to be mitigated when such cultures enhance the trust placed in the organization. The findings highlight that while corporate entrepreneurship might be positive for organizational performance, it may have detrimental effects on wellbeing. We discuss the implications of these relationships.

ACS Style

Jarrod Haar; Urs S. Daellenbach; Sally Davenport; Katharina Ruckstuhl. Is Corporate Entrepreneurship Universally Beneficial? Exploring Wellbeing and Trust. Academy of Management Proceedings 2018, 2018, 1 .

AMA Style

Jarrod Haar, Urs S. Daellenbach, Sally Davenport, Katharina Ruckstuhl. Is Corporate Entrepreneurship Universally Beneficial? Exploring Wellbeing and Trust. Academy of Management Proceedings. 2018; 2018 (1):1.

Chicago/Turabian Style

Jarrod Haar; Urs S. Daellenbach; Sally Davenport; Katharina Ruckstuhl. 2018. "Is Corporate Entrepreneurship Universally Beneficial? Exploring Wellbeing and Trust." Academy of Management Proceedings 2018, no. 1: 1.

Conference paper
Published: 01 August 2018 in Academy of Management Proceedings
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Strategy research has for many decades focused on how firms organize resources as environments change. Dynamic capabilities (DCs) research has recently investigated how DCs help organize or structure resources optimally given changes in the environment in which they operate. This research has explored ways of categorizing DCs in generic ways after they have emerged, but little light has been thrown on the specific practices that enable or disable the emergence of DCs. Drawing on a comparative case of four law firms in New Zealand, this study seeks to identify what enables or disables different DCs from emerging in similar firms operating in the same market. It finds that if firms want to develop DCs effectively they should be aware that DCs are encouraged by strong entrepreneurial leadership, embedded forums for reflection and planning, values and culture of the leadership team, and appetite for risk as influenced by previous successes; and that their development is disabled by ad hoc and intuitive interpretation of trends, leadership’s overriding drive for consensus, and tightly centralized strategy development. Keywords: Dynamic capabilities, core rigidities, professional service firms

ACS Style

Andrea Kirsten Dickens; Stephen Cummings; Urs S. Daellenbach. Which Strategic Practices Enable or Inhibit Dynamic Capabilities from Emerging in Similar Firms? Academy of Management Proceedings 2018, 2018, 1 .

AMA Style

Andrea Kirsten Dickens, Stephen Cummings, Urs S. Daellenbach. Which Strategic Practices Enable or Inhibit Dynamic Capabilities from Emerging in Similar Firms? Academy of Management Proceedings. 2018; 2018 (1):1.

Chicago/Turabian Style

Andrea Kirsten Dickens; Stephen Cummings; Urs S. Daellenbach. 2018. "Which Strategic Practices Enable or Inhibit Dynamic Capabilities from Emerging in Similar Firms?" Academy of Management Proceedings 2018, no. 1: 1.

E viewpoint
Published: 11 June 2018 in Qualitative Research in Organizations and Management: An International Journal
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PurposeThe purpose of this paper is to address the imbalance between inductive and deductive research in management and organizational studies and to suggest changes in the journal review and publishing process that would help correct the imbalance by encouraging more inductive research.Design/methodology/approachThe authors briefly review the ongoing debate about the “developmental” vs “as-is/light-touch” journal review modes, trace the roots of the prevailing developmental review to the hypothetico-deductive research approach, and contrast publishing deductive and inductive research from the perspectives of authors, editors, and reviewers.FindingsApplication of the same developmental evaluation and review mode to both deductive and inductive research, despite their fundamental differences, discourages inductive research. The authors argue that a light-touch review is more appropriate for inductive research, given its different logic.Practical implicationsSpecific criteria for the light-touch evaluation and review of and some concrete suggestions for facilitating inductive research.Social implicationsAdvancing knowledge requires a better balance of inductive and deductive research, which can be facilitated by light-touch evaluation and review of inductive research.Originality/valueBuilding on the debate on journal publishing, the authors differentiate the evaluation and review of inductive and deductive research based on their philosophical underpinnings and draw implications of pursuing inductive research for authors, editors, and reviewers.

ACS Style

Jaana Woiceshyn; Urs Daellenbach. Evaluating inductive vs deductive research in management studies. Qualitative Research in Organizations and Management: An International Journal 2018, 13, 183 -195.

AMA Style

Jaana Woiceshyn, Urs Daellenbach. Evaluating inductive vs deductive research in management studies. Qualitative Research in Organizations and Management: An International Journal. 2018; 13 (2):183-195.

Chicago/Turabian Style

Jaana Woiceshyn; Urs Daellenbach. 2018. "Evaluating inductive vs deductive research in management studies." Qualitative Research in Organizations and Management: An International Journal 13, no. 2: 183-195.

Conference paper
Published: 01 August 2017 in Academy of Management Proceedings
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Organisational leaders need to reach out to a variety of stakeholders in order to convey their strategic intent. Bridging these interfaces is a challenge that focuses attention on how strategy may be communicated effectively. Many authors advocate developing and communicating strategy using multi- media forms that combine words and pictures. However, there is little evidence that multi-media communication of strategy is increasing in practice. This raises the question of whether multi- media communication is indeed better than single media for strategy communications. Drawing upon the Cognitive Theory of Multimedia Learning we developed a series of hypotheses to find out, to what extent, and why, picture-plus-text presentation may provide greater benefits than text-only presentation in terms of 1) learning effectiveness, 2) perceptions of systematic integration, and 3) confidence building. To test whether multimedia strategy communications may provide more benefits than mono-media communications we ran an experiment across 8 countries involving 1,140 participants. Our results show there can be benefits to using multi-media means for strategy communications although there are performance variations that may determine when multi-media strategy communications are used in preference to mono-media means. These findings add to our understanding of the benefits and costs of multimedia strategy communications.

ACS Style

Stephen Cummings; Duncan Neil Angwin; Urs S. Daellenbach. More effective strategy communication? Assessing multi-media communications in bridging interfaces. Academy of Management Proceedings 2017, 2017, 11486 .

AMA Style

Stephen Cummings, Duncan Neil Angwin, Urs S. Daellenbach. More effective strategy communication? Assessing multi-media communications in bridging interfaces. Academy of Management Proceedings. 2017; 2017 (1):11486.

Chicago/Turabian Style

Stephen Cummings; Duncan Neil Angwin; Urs S. Daellenbach. 2017. "More effective strategy communication? Assessing multi-media communications in bridging interfaces." Academy of Management Proceedings 2017, no. 1: 11486.

Book chapter
Published: 07 July 2017 in Technology-Based Nascent Entrepreneurship
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University researchers are exhorted to be more entrepreneurial, yet whether they display entrepreneurial characteristics, such as risk taking and ambiguity tolerance, is not studied. In this chapter, we compare scientific researchers associated with a national research institute, whom we cast as our potential technology nascent entrepreneurs, with three other groups (MBA and post-graduate students, and actual technical entrepreneurs) along the trait dimension of ambiguity tolerance as a proxy for risk-taking propensity. Our results suggest that researchers are more similar to entrepreneurs than to other groups, such as the broader societal equivalents represented by senior/mature students. We propose that support measures aimed at nurturing hybrid academic-entrepreneur identify formation may be a better approach to developing these nascent entrepreneurs in a university setting, rather than focusing on particular risk tolerance type traits in research scientists.

ACS Style

Sally Davenport; Dominik Mann; Urs Daellenbach. University Researchers as Nascent Entrepreneurs: Do They Fit the Stereotype? Technology-Based Nascent Entrepreneurship 2017, 203 -221.

AMA Style

Sally Davenport, Dominik Mann, Urs Daellenbach. University Researchers as Nascent Entrepreneurs: Do They Fit the Stereotype? Technology-Based Nascent Entrepreneurship. 2017; ():203-221.

Chicago/Turabian Style

Sally Davenport; Dominik Mann; Urs Daellenbach. 2017. "University Researchers as Nascent Entrepreneurs: Do They Fit the Stereotype?" Technology-Based Nascent Entrepreneurship , no. : 203-221.

Journal article
Published: 10 April 2017 in Journal of Enterprise Information Management
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Purpose Aligning the project management methodology (PMM) to a particular project is considered to be essential for project success. Many outsourced software projects fail to deliver on time, budget or do not give value to the client due to inappropriate choice of a PMM. Despite the increasing range of available choices, project managers frequently fail to seriously consider their alternatives. They tend to narrowly tailor project categorization systems and categorization criterion is often not logically linked with project objectives. The purpose of this paper is to develop and test a contingency fit model comparing the differences between critical success factors (CSFs) for outsourced software development projects in the current context of traditional plan-based and agile methodologies. Design/methodology/approach A theoretical model and 54 hypotheses were developed from a literature review. An online Qualtrics survey was used to collect data to test the proposed model. The survey was administered to a large sample of senior software project managers and practitioners who were involved in international outsourced software development projects across the globe with 984 valid responses. Findings Results indicate that various CSFs differ significantly across agile and traditional plan-based methodologies, and in different ways for various project success measures. Research limitations/implications This study is cross-sectional in nature and data for all variables were obtained from the same sources, meaning that common method bias remains a potential threat. Further refinement of the instrument using different sources of data for variables and future replication using longitudinal approach is highly recommended. Practical implications Practical implications of these results suggest project managers should tailor PMMs according to various organizational, team, customer and project factors to reduce project failure rates. Originality/value Unlike previous studies this paper develops and empirically validates a contingency fit model comparing the differences between CSFs for outsourced software development projects in the context of PMMs.

ACS Style

Arthur Ahimbisibwe; Urs Daellenbach; Robert Y. Cavana. Empirical comparison of traditional plan-based and agile methodologies. Journal of Enterprise Information Management 2017, 30, 400 -453.

AMA Style

Arthur Ahimbisibwe, Urs Daellenbach, Robert Y. Cavana. Empirical comparison of traditional plan-based and agile methodologies. Journal of Enterprise Information Management. 2017; 30 (3):400-453.

Chicago/Turabian Style

Arthur Ahimbisibwe; Urs Daellenbach; Robert Y. Cavana. 2017. "Empirical comparison of traditional plan-based and agile methodologies." Journal of Enterprise Information Management 30, no. 3: 400-453.

Journal article
Published: 01 January 2017 in International Journal of Technology Transfer and Commercialisation
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ACS Style

Katharina Ruckstuhl; Urs Daellenbach; Sally Davenport. Developing absorptive capacity for midstream science in open innovation contexts. International Journal of Technology Transfer and Commercialisation 2017, 15, 447 .

AMA Style

Katharina Ruckstuhl, Urs Daellenbach, Sally Davenport. Developing absorptive capacity for midstream science in open innovation contexts. International Journal of Technology Transfer and Commercialisation. 2017; 15 (4):447.

Chicago/Turabian Style

Katharina Ruckstuhl; Urs Daellenbach; Sally Davenport. 2017. "Developing absorptive capacity for midstream science in open innovation contexts." International Journal of Technology Transfer and Commercialisation 15, no. 4: 447.

Journal article
Published: 01 January 2017 in International Journal of Technology Transfer and Commercialisation
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Open innovation and absorptive capacity research address similar issues related to the transfer of knowledge in settings where a broader perspective can yield benefits through collaboration between organisations and individuals. Both, however, have traditionally emphasised a 'firm' and 'commercial' focus. Here, we argue that these literatures can be fruitfully combined, particularly when considering the relatively under-researched partnering of public-sector researchers within mid-stream science research collaborations with commercial firms in a cross-cultural context.

ACS Style

Urs Daellenbach; Sally Davenport; Katharina Ruckstuhl. Developing absorptive capacity for midstream science in open innovation contexts. International Journal of Technology Transfer and Commercialisation 2017, 15, 447 .

AMA Style

Urs Daellenbach, Sally Davenport, Katharina Ruckstuhl. Developing absorptive capacity for midstream science in open innovation contexts. International Journal of Technology Transfer and Commercialisation. 2017; 15 (4):447.

Chicago/Turabian Style

Urs Daellenbach; Sally Davenport; Katharina Ruckstuhl. 2017. "Developing absorptive capacity for midstream science in open innovation contexts." International Journal of Technology Transfer and Commercialisation 15, no. 4: 447.

Journal article
Published: 22 December 2016 in Journal of Brand Management
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ACS Style

Michelle Renton; Urs Daellenbach; Sally Davenport; James E Richard. Finding fit: An exploratory look at SME brand orientation and brand management in the New Zealand food and beverage sector. Journal of Brand Management 2016, 24, 209 -209.

AMA Style

Michelle Renton, Urs Daellenbach, Sally Davenport, James E Richard. Finding fit: An exploratory look at SME brand orientation and brand management in the New Zealand food and beverage sector. Journal of Brand Management. 2016; 24 (2):209-209.

Chicago/Turabian Style

Michelle Renton; Urs Daellenbach; Sally Davenport; James E Richard. 2016. "Finding fit: An exploratory look at SME brand orientation and brand management in the New Zealand food and beverage sector." Journal of Brand Management 24, no. 2: 209-209.