Detail publikačního výsledku

Sustainable Leadership Activities in SMEs: Can Nonexploitative Exploitation Support Long-Term Orientation?

KEUSCHER, T.

Originální název

Sustainable Leadership Activities in SMEs: Can Nonexploitative Exploitation Support Long-Term Orientation?

Anglický název

Sustainable Leadership Activities in SMEs: Can Nonexploitative Exploitation Support Long-Term Orientation?

Druh

Článek recenzovaný mimo WoS a Scopus

Originální abstrakt

Small and medium-sized enterprises (SMEs) face unique challenges in managing conflicting demands while striving for long-term sustainability. This study explores the role of ambidextrous leadership in fostering sustainable practices within SMEs, addressing a gap in existing literature. Employing a comparative case study design, data was collected from two SMEs representing contrasting organizational cultures. Analysis revealed distinct leadership approaches and organizational contexts. In one case, a familial identity facilitated open leadership activities, while in the other, a focus on innovation led to top-down control. Both cases demonstrated efforts towards what we call 'Nonexploitative Exploitation,' balancing control and autonomy to promote long-term orientation. The findings underscore the importance of organizational identity in shaping leadership activities and driving sustainable outcomes. While familial identities foster employee loyalty, they slow down adaptability, whereas innovation-focused cultures drive competitiveness but risk employee dissatisfaction. This study contributes via insights into reconciling conflicting demands for exploration and exploitation, empowering SMEs to cultivate supportive environments aligned with long-term objectives, bridging sustainable leadership and ambidexterity.

Anglický abstrakt

Small and medium-sized enterprises (SMEs) face unique challenges in managing conflicting demands while striving for long-term sustainability. This study explores the role of ambidextrous leadership in fostering sustainable practices within SMEs, addressing a gap in existing literature. Employing a comparative case study design, data was collected from two SMEs representing contrasting organizational cultures. Analysis revealed distinct leadership approaches and organizational contexts. In one case, a familial identity facilitated open leadership activities, while in the other, a focus on innovation led to top-down control. Both cases demonstrated efforts towards what we call 'Nonexploitative Exploitation,' balancing control and autonomy to promote long-term orientation. The findings underscore the importance of organizational identity in shaping leadership activities and driving sustainable outcomes. While familial identities foster employee loyalty, they slow down adaptability, whereas innovation-focused cultures drive competitiveness but risk employee dissatisfaction. This study contributes via insights into reconciling conflicting demands for exploration and exploitation, empowering SMEs to cultivate supportive environments aligned with long-term objectives, bridging sustainable leadership and ambidexterity.

Klíčová slova

Leadership; Ambidextrous Leadership; Sustainability; Small Enterprise; Medium-sized Enterprise

Klíčová slova v angličtině

Leadership; Ambidextrous Leadership; Sustainability; Small Enterprise; Medium-sized Enterprise

Autoři

KEUSCHER, T.

Vydáno

22.08.2024

Nakladatel

HPL Publications

Místo

Douglassville, PA

ISSN

2391-6087

Svazek

2

Číslo

10

Strany od

54

Strany do

76

Strany počet

22

URL

Plný text v Digitální knihovně

BibTex

@article{BUT198578,
  author="Thierry {Keuscher}",
  title="Sustainable Leadership Activities in SMEs: Can Nonexploitative Exploitation Support Long-Term Orientation?",
  year="2024",
  volume="2",
  number="10",
  pages="54--76",
  doi="10.48548/pubdata-1083",
  url="https://www.amazon.ie/Journal-Leadership-Management-Issue-Published/dp/1613050410"
}