Irini Voudouris
Biographic Data
| ID | 4398381 |
|---|---|
| NAME | Irini Voudouris |
| GIVEN NAMES | Irini |
| FAMILY NAME | Voudouris |
| SIGNATURE | VOUDOURIS I |
| AFFILIATIONS | Department of Management Science and Technology Athens University of Economics and Business Athens Greece |
| ORCID | 0000-0002-4932-2997 |
| VERIFIED | Yes |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 3 |
| AUTHOR COUNT | 4 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2007 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
Recognizing the need for a non-academic cofounder
Despite growing interest in academic spin-off teams, we still know little about why some academic entrepreneurs—but not others—recognize the need to involve a non-academic cofounder with business expertise when taking their research to market. This study shows that entrepreneurs who either entirely lack business skills (the “lackers”) or possess substantial business expertise (the “advanced”) tend to recognize this need—seeking to complement or s…
Entrepreneurial leadership and innovation in the public sector
Entrepreneurial leadership in the public sector has attracted the interest of both scholars and policymakers, as it is seen as a key determinant of innovation. This study adopts a contingency view of leadership and examines the entrepreneurial leadership–innovation relationship while also considering the moderating effects of the causal‐ and effectual‐logic processes employed. Based on multisource data across 105 municipal departments in Greece, …
The ambidextrous leadership‐innovative work behavior relationship in the public sector
Ambidextrous leadership reflects a style that combines opening and closing behaviors, which can stimulate employees to engage in both exploration and exploitation. Drawing from tenets of ambidextrous theorization of leadership for innovation, this study examines whether the exhibition of ambidextrous leadership by public sector managers fosters public servants' innovative behavior and whether psychological ownership feelings with the unit mediate…
The co‐evolution of functional and numerical flexibility
This study explores the relationship between functional and numerical flexibility and the moderating effects of information and communication technology use and networking by investigating the relative predictive power of two approaches: contingency and configuration. The direction of the relationship between the two modes of flexibility depends on the type of flexible staffing arrangement used. Contractors and temporaries are shown to serve diff…
Entrepreneurial leadership and innovation in the public sector
Entrepreneurial leadership in the public sector has attracted the interest of both scholars and policymakers, as it is seen as a key determinant of innovation. This study adopts a contingency view of leadership and examines the entrepreneurial leadership–innovation relationship while also considering the moderating effects of the causal‐ and effectual‐logic processes employed. Based on multisource data across 105 municipal departments in Greece, …
The co‐evolution of functional and numerical flexibility
This study explores the relationship between functional and numerical flexibility and the moderating effects of information and communication technology use and networking by investigating the relative predictive power of two approaches: contingency and configuration. The direction of the relationship between the two modes of flexibility depends on the type of flexible staffing arrangement used. Contractors and temporaries are shown to serve diff…
The co‐evolution of functional and numerical flexibility
This study explores the relationship between functional and numerical flexibility and the moderating effects of information and communication technology use and networking by investigating the relative predictive power of two approaches: contingency and configuration. The direction of the relationship between the two modes of flexibility depends on the type of flexible staffing arrangement used. Contractors and temporaries are shown to serve diff…
The ambidextrous leadership‐innovative work behavior relationship in the public sector
Ambidextrous leadership reflects a style that combines opening and closing behaviors, which can stimulate employees to engage in both exploration and exploitation. Drawing from tenets of ambidextrous theorization of leadership for innovation, this study examines whether the exhibition of ambidextrous leadership by public sector managers fosters public servants' innovative behavior and whether psychological ownership feelings with the unit mediate…
Entrepreneurial leadership and innovation in the public sector
Entrepreneurial leadership in the public sector has attracted the interest of both scholars and policymakers, as it is seen as a key determinant of innovation. This study adopts a contingency view of leadership and examines the entrepreneurial leadership–innovation relationship while also considering the moderating effects of the causal‐ and effectual‐logic processes employed. Based on multisource data across 105 municipal departments in Greece, …
Recognizing the need for a non-academic cofounder
Despite growing interest in academic spin-off teams, we still know little about why some academic entrepreneurs—but not others—recognize the need to involve a non-academic cofounder with business expertise when taking their research to market. This study shows that entrepreneurs who either entirely lack business skills (the “lackers”) or possess substantial business expertise (the “advanced”) tend to recognize this need—seeking to complement or s…
Business (3 works) · Contingency (2 works) · Contingency theory (2 works) · Economics (2 works) · Entrepreneurship (2 works) · Job Satisfaction and Organizational Behavior (2 works) · Management (2 works) · Political science (2 works) · Public Policy and Administration Research (2 works) · Public relations (2 works)