Browsing by Author "Rojas-Cordova, Carolina"

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    Emotion Regulation Can Build Resources: How Amplifying Positive Emotions Is Beneficial for Employees and Organizations
    (SPRINGER, 2023) Lapalme, Matthew L.; Rojas-Quiroga, Felipe; Pertuze Salas Julio Alberto; Espinoza, Pilar; Rojas-Cordova, Carolina; Ananias, Juan Felipe
    Prior research has framed emotion regulation as resource-depleting and has primarily focused on strategies that avoid feelings. In this paper, we present an alternative view that emotion regulation can generate resources, and we investigate amplification of positive emotions, a potential resource-generating strategy. In study 1, using a field design, we demonstrate that amplification of positive emotion is positively related to employee psychological resources. Furthermore, we show that amplification of positive emotion may reduce absenteeism. In study 2, using a longitudinal lab design, we demonstrate that amplification of positive emotions predicts changes in employee psychological resources over time and does so above and beyond positive affect. We discuss the theoretical implications of our findings for emotion researchers, the practical applications of our findings for managers, and areas that require future research.
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    More structure or better social practices? Using a contingency lens to address ambidexterity gaps in innovative SMEs
    (2023) Rojas-Cordova, Carolina; Pertuze, Julio A.; Williamson, Amanda Jasmine; Leatherbee, Michael
    Purpose Environmental uncertainty (EU) and firm size (FS) generate inertial forces that can push small and medium-sized enterprises (SMEs) to emphasize either exploration or exploitation. In this article, the authors explore how structural (e.g. formal processes, control and discipline) and social (e.g. employee support and decision-making involvement) managerial instruments counteract such inertial forces and enable SME ambidexterity. Building on the organization-context literature, the authors propose a model in which EU and firms' size moderate the relationship between structural and social managerial instruments on SME ambidexterity. Design/methodology/approach The authors examined a moderation model using surveys of chief executive officers (CEOs) and performance archival data from 237 Chilean SMEs. Findings The authors find that the positive effect of structure on SME ambidexterity decreases with FS. In contrast, social instruments have a positive effect on ambidexterity for larger firms, especially for those operating in uncertain environments. In cases in which EU and firms' size reinforce the exploration or exploitation tendencies of SMEs, structural and social instruments play a complementary role in achieving ambidexterity. Originality/value The authors contribute by proposing a contingent mix of structural and social instruments to enable SME ambidexterity. These results inform policymakers and SME managers by suggesting strategies to promote ambidexterity based on firms' size and EU.
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    Why one strategy does not fit all: a systematic review on exploration-exploitation in different organizational archetypes
    (SPRINGER HEIDELBERG, 2022) Rojas-Cordova, Carolina; Williamson, Amanda J.; Pertuze Salas Julio Alberto; Calvo, Gustavo
    According to the ambidexterity literature, organizations tend to favor either exploration or exploitation activities. However, few studies have elucidated why this imbalance occurs, what the ideal balance is, and how to remedy any disparities between what organizations tend to do and what they should do. This study addresses this paucity by situating these questions in the context of environmental conditions (static or dynamic) and organizational conditions (simple or complex) through a strategic fit paradigm lens. We systematically reviewed 20 years of exploration-exploitation research and developed an empirically grounded, contextually relevant framework that describes four organizational archetypes: the Kangaroo, Lion, Mouse, and Camel archetypes. We found that it often makes sense for organizations to be off-balance and identified the factors that cause imbalance and the strategies that managers can employ to manipulate the exploration-exploitation mix according to their organizations' specific archetypes. By incorporating all three questions and delineating between organizational archetypes, this systematic review brings together the fragmented literature and provides a novel framework for advancing research and influencing managerial practice.