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| The Structural Dimensions of the Corss-border Learning Ability of Senior Corporate Leaders and Its Influence:A Study of Grounded Theory in the Chinese Context |
| Sun Bin1, Hu Xiang2, Sun Jun3, Shuai Mingjun4 |
| (1.Economics and Management School, Wuhan University, Wuhan 430072, China;2.School of Business, Hubei University, Wuhan 430062, China;3.Marshall School of Business, University of Southern California, Los Angeles 90007, USA;4.School of Management, Jinan University, Guangzhou 510632, China) |
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Abstract With the rapid development of informatization, digitization and artificial intelligence, various market economic entities are involved in the frequently rapidly changing environment and facing the unprecedented challenges and opportunities. Only with the abilities of rapid response, leading innovation, diversification and globalization can the enterprises positively explore new opportunities beyond their main business and cultivate strong cross-border viability. At present, the cross-border operation has become an effective mechanism for enterprises to cope with various changes in the external environment. Significantly, the “cross-border leaders”can effectively mobilize the resources from all parties and play a vital role in the cross-border operation of enterprise. The cross-border learning ability of senior leaders from the enterprises can promote the cross-border learning behaviors of enterprises, and has become an inevitable choice for the enterprises to maintain the sustainable survival, and positive and stable development. #br# This paper focuses on the cross-border learning ability of senior corporate leaders. Based on grounded theory, it explores and studies the two key issues of the structure dimensions and impact of the cross-border learning ability of senior leaders.#br#First of all, this study defines the concept of cross-border learning ability of the senior leaders of enterprises. The senior leaders acquire the knowledge outside his professional field, and integrate the knowledge inside and outside the field to improve the behaviors ofthemselves and the organizations, comprehensively promoting the quality of the organizations. The ultimate goal of cross-border leaning ability is to enable themselves, organization members and organizations to maintain favorable viability anddevelopment ability in a changing environment. Secondly, the study builds a conceptual model of the structural dimensions and impact of the cross-border learning ability of senior corporate leaders by using the grounded theory method.#br# In this research, it focus on the one-to-one in-depth interviews of 30 senior leaders selected from different industries with active cross-border business activities. The interview centers about "what kind of structural characteristics of cross-border learning ability of senior leaders in enterprises, and what impacts it will have". More than 43 000 words are collected and collated. The interview data of 25 senior leaders are randomly selected for coding and analysis, and the remaining interview data of 5 senior leaders are used for saturation test.#br# This study constructs the structural dimension and impact model of cross-border learning ability of senior corporate leaders by three steps. (1) Open coding. Double blind coding is adopted to improve the consistency of coding results. From 25 interview samples, 434 initial concept codes of cross-border learning ability and result effect of senior leaders of enterprises are obtained, and 20 initial categories are abstracted. (2) Axial coding. According to the canonical model, 20 initial categories are included in 7 main categories. The seven main categories are: cross-border learning vision building ability, cross-border learning field selection ability, boundary inertia reconstruction ability, cross-border learning execution ability and cross-border knowledge mining ability, organizational dual learning and enterprise innovation performance. (3) Selective coding. The structural dimension and its influence model of "driving force behavior strategy result" cross-border learning ability of senior leaders of enterprises are constructed, and the saturation test of parallel theory is carried out. Finally, the model is interpreted by using organizational learning theory and high-order theory.#br# The research results show that the cross-border learning ability of senior leaders of the enterprises is mainly composed of five structural elements: cross-border learning vision building ability, cross-border learning field selection ability, boundary inertia reconstruction ability, cross-border learning execution ability and cross-border knowledge mining ability. Through the introduction of novel insights and the organizational dual learning of leapfrog improvement, the cross-border learning ability of senior corporate leaders has an influences on the permanent innovation and management innovation, thereby influencing innovation performance of enterprises.#br# This research provides a new research direction for the leadership theory research and further complements and improves the leadership theory, contributes to the effective application of the cross-border learning ability of the top leaders of enterprises, and has practical guiding value for enterprises to cultivate their cross-border learning ability of top leaders.It will help promote enterprises to attach importance to? the training and evaluation of cross-border learning ability of senior leaders, and maintain the cross-border leadership of senior managers to meet the needs of cross-border business transformation and development of enterprises.#br#
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Received: 15 June 2022
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