Strategic leadership and firm performance : the mediating role of ambidexterity in professional services small- and medium-sized enterprises
Gespeichert in:
| Autor*in: |
Ambilichu, Charles [verfasserIn] Omoteso, Kamil [verfasserIn] Yekini, Liafisu Sina [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2023 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: European management review - Houndmills : Palgrave Macmillan, 2004, 20(2023), 3 vom: Sept., Seite 493-511 |
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| Übergeordnetes Werk: |
volume:20 ; year:2023 ; number:3 ; month:09 ; pages:493-511 |
| Links: |
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| DOI / URN: |
10.1111/emre.12548 |
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| Katalog-ID: |
1860602568 |
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| 982 | |2 26 |1 00 |x DE-206 |b The role of strategic leadership is pivotal in determining a firm's direction and shaping its processes, competencies and performance. Strategic leadership also develops, deploys and reconfigures the firm's ambidextrous capabilities (such as innovativeness, competiveness and adaptability) that influence performance. Using responses from 315 UK small- and medium-sized accountancy firms, this study empirically investigates the extent to which the direct influence of strategic leadership on performance is mediated by the firm's ambidextrous orientation. With a variance accounted for of 57.78%, the results show that ambidexterity has a partial mediating effect on the relationship between strategic leadership and the performance of accountancy firms. Also, our findings show that the perception of environmental dynamism does not influence the ambidextrous orientation of these accountancy firms. In addition, increased firm's age does not necessarily lead to decreased performance resulting from inertia. | ||
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10.1111/emre.12548 doi (DE-627)1860602568 (DE-599)KXP1860602568 DE-627 ger DE-627 rda eng Ambilichu, Charles verfasserin (DE-588)1305981367 (DE-627)1863823840 aut Strategic leadership and firm performance the mediating role of ambidexterity in professional services small- and medium-sized enterprises Charles Anyeng Ambilichu, Kamil Omoteso, Liafisu Sina Yekini 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier accountancy firms (dpeaa)DE-206 ambidexterity (dpeaa)DE-206 leadership (dpeaa)DE-206 performance (dpeaa)DE-206 strategy (dpeaa)DE-206 Omoteso, Kamil verfasserin (DE-588)1044096292 (DE-627)771539312 (DE-576)396710824 aut Yekini, Liafisu Sina verfasserin (DE-588)1090787588 (DE-627)851376975 (DE-576)46111352X aut Enthalten in European management review Houndmills : Palgrave Macmillan, 2004 20(2023), 3 vom: Sept., Seite 493-511 Online-Ressource (DE-627)394569725 (DE-600)2161310-2 (DE-576)335273238 1740-4762 nnns volume:20 year:2023 number:3 month:09 pages:493-511 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/emre.12548 Verlag lizenzpflichtig https://doi.org/10.1111/emre.12548 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 20 2023 3 9 493-511 26 01 0206 4380544184 x1z 02-10-23 26 00 DE-206 The role of strategic leadership is pivotal in determining a firm's direction and shaping its processes, competencies and performance. Strategic leadership also develops, deploys and reconfigures the firm's ambidextrous capabilities (such as innovativeness, competiveness and adaptability) that influence performance. Using responses from 315 UK small- and medium-sized accountancy firms, this study empirically investigates the extent to which the direct influence of strategic leadership on performance is mediated by the firm's ambidextrous orientation. With a variance accounted for of 57.78%, the results show that ambidexterity has a partial mediating effect on the relationship between strategic leadership and the performance of accountancy firms. Also, our findings show that the perception of environmental dynamism does not influence the ambidextrous orientation of these accountancy firms. In addition, increased firm's age does not necessarily lead to decreased performance resulting from inertia. |
| spelling |
10.1111/emre.12548 doi (DE-627)1860602568 (DE-599)KXP1860602568 DE-627 ger DE-627 rda eng Ambilichu, Charles verfasserin (DE-588)1305981367 (DE-627)1863823840 aut Strategic leadership and firm performance the mediating role of ambidexterity in professional services small- and medium-sized enterprises Charles Anyeng Ambilichu, Kamil Omoteso, Liafisu Sina Yekini 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier accountancy firms (dpeaa)DE-206 ambidexterity (dpeaa)DE-206 leadership (dpeaa)DE-206 performance (dpeaa)DE-206 strategy (dpeaa)DE-206 Omoteso, Kamil verfasserin (DE-588)1044096292 (DE-627)771539312 (DE-576)396710824 aut Yekini, Liafisu Sina verfasserin (DE-588)1090787588 (DE-627)851376975 (DE-576)46111352X aut Enthalten in European management review Houndmills : Palgrave Macmillan, 2004 20(2023), 3 vom: Sept., Seite 493-511 Online-Ressource (DE-627)394569725 (DE-600)2161310-2 (DE-576)335273238 1740-4762 nnns volume:20 year:2023 number:3 month:09 pages:493-511 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/emre.12548 Verlag lizenzpflichtig https://doi.org/10.1111/emre.12548 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 20 2023 3 9 493-511 26 01 0206 4380544184 x1z 02-10-23 26 00 DE-206 The role of strategic leadership is pivotal in determining a firm's direction and shaping its processes, competencies and performance. Strategic leadership also develops, deploys and reconfigures the firm's ambidextrous capabilities (such as innovativeness, competiveness and adaptability) that influence performance. Using responses from 315 UK small- and medium-sized accountancy firms, this study empirically investigates the extent to which the direct influence of strategic leadership on performance is mediated by the firm's ambidextrous orientation. With a variance accounted for of 57.78%, the results show that ambidexterity has a partial mediating effect on the relationship between strategic leadership and the performance of accountancy firms. Also, our findings show that the perception of environmental dynamism does not influence the ambidextrous orientation of these accountancy firms. In addition, increased firm's age does not necessarily lead to decreased performance resulting from inertia. |
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10.1111/emre.12548 doi (DE-627)1860602568 (DE-599)KXP1860602568 DE-627 ger DE-627 rda eng Ambilichu, Charles verfasserin (DE-588)1305981367 (DE-627)1863823840 aut Strategic leadership and firm performance the mediating role of ambidexterity in professional services small- and medium-sized enterprises Charles Anyeng Ambilichu, Kamil Omoteso, Liafisu Sina Yekini 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier accountancy firms (dpeaa)DE-206 ambidexterity (dpeaa)DE-206 leadership (dpeaa)DE-206 performance (dpeaa)DE-206 strategy (dpeaa)DE-206 Omoteso, Kamil verfasserin (DE-588)1044096292 (DE-627)771539312 (DE-576)396710824 aut Yekini, Liafisu Sina verfasserin (DE-588)1090787588 (DE-627)851376975 (DE-576)46111352X aut Enthalten in European management review Houndmills : Palgrave Macmillan, 2004 20(2023), 3 vom: Sept., Seite 493-511 Online-Ressource (DE-627)394569725 (DE-600)2161310-2 (DE-576)335273238 1740-4762 nnns volume:20 year:2023 number:3 month:09 pages:493-511 https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/emre.12548 Verlag lizenzpflichtig https://doi.org/10.1111/emre.12548 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_266 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 20 2023 3 9 493-511 26 01 0206 4380544184 x1z 02-10-23 26 00 DE-206 The role of strategic leadership is pivotal in determining a firm's direction and shaping its processes, competencies and performance. Strategic leadership also develops, deploys and reconfigures the firm's ambidextrous capabilities (such as innovativeness, competiveness and adaptability) that influence performance. Using responses from 315 UK small- and medium-sized accountancy firms, this study empirically investigates the extent to which the direct influence of strategic leadership on performance is mediated by the firm's ambidextrous orientation. With a variance accounted for of 57.78%, the results show that ambidexterity has a partial mediating effect on the relationship between strategic leadership and the performance of accountancy firms. Also, our findings show that the perception of environmental dynamism does not influence the ambidextrous orientation of these accountancy firms. In addition, increased firm's age does not necessarily lead to decreased performance resulting from inertia. |
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26 00 DE-206 The role of strategic leadership is pivotal in determining a firm's direction and shaping its processes, competencies and performance. Strategic leadership also develops, deploys and reconfigures the firm's ambidextrous capabilities (such as innovativeness, competiveness and adaptability) that influence performance. Using responses from 315 UK small- and medium-sized accountancy firms, this study empirically investigates the extent to which the direct influence of strategic leadership on performance is mediated by the firm's ambidextrous orientation. With a variance accounted for of 57.78%, the results show that ambidexterity has a partial mediating effect on the relationship between strategic leadership and the performance of accountancy firms. Also, our findings show that the perception of environmental dynamism does not influence the ambidextrous orientation of these accountancy firms. In addition, increased firm's age does not necessarily lead to decreased performance resulting from inertia Strategic leadership and firm performance the mediating role of ambidexterity in professional services small- and medium-sized enterprises Charles Anyeng Ambilichu, Kamil Omoteso, Liafisu Sina Yekini accountancy firms (dpeaa)DE-206 ambidexterity (dpeaa)DE-206 leadership (dpeaa)DE-206 performance (dpeaa)DE-206 strategy (dpeaa)DE-206 |
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Strategic leadership and firm performance |
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https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/emre.12548 https://doi.org/10.1111/emre.12548 |
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code="a">GBV_ILN_4393</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">20</subfield><subfield code="j">2023</subfield><subfield code="e">3</subfield><subfield code="c">9</subfield><subfield code="h">493-511</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4380544184</subfield><subfield code="y">x1z</subfield><subfield code="z">02-10-23</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">The role of strategic leadership is pivotal in determining a firm's direction and shaping its processes, competencies and performance. Strategic leadership also develops, deploys and reconfigures the firm's ambidextrous capabilities (such as innovativeness, competiveness and adaptability) that influence performance. Using responses from 315 UK small- and medium-sized accountancy firms, this study empirically investigates the extent to which the direct influence of strategic leadership on performance is mediated by the firm's ambidextrous orientation. With a variance accounted for of 57.78%, the results show that ambidexterity has a partial mediating effect on the relationship between strategic leadership and the performance of accountancy firms. Also, our findings show that the perception of environmental dynamism does not influence the ambidextrous orientation of these accountancy firms. In addition, increased firm's age does not necessarily lead to decreased performance resulting from inertia.</subfield></datafield></record></collection>
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| score |
7.4004354 |