ISSN:0143-2095    

DOI:10.1002/smj.4250100702

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250100703

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractThis paper describes the concept of visionary leadership in a new way, more suitable for strategic management. First, drawing on an account of theatre, it presents a model of visionary leadership as drama, an interaction of repetition, representation, and assistance. Second, considering the experiences of a number of visionary leaders, in terms of style, process, content, and context, the paper describes various types of visionary leadership—the creator, the proselytizer, the idealist, the bricoleur, and the divine

ISSN:0143-2095    

DOI:10.1002/smj.4250100704

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractObsessions play an important role in strategic management: this paper shows how they establish causality between intention and action. Following 1 month of continuous, direct observation of CEOs at work, strategies were revealed to be intentional: by their activities the CEOs generated a strategic core consistent with their preoccupations. The Magnificent Obsessions latent in their preoccupations appeared as a common element in all their activities and served as a key to understanding their compulsion to address certain issues over others.

ISSN:0143-2095    

DOI:10.1002/smj.4250100705

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractThis paper examines the phenomenon of strategic leadership of organizations, and presents a taxonomy through which it can be studied. The taxonomy is developed empirically using data from 27 business cases. Four strategic leadership patterns are identified through facet analysis using the smallest space analysis technique. These patterns labeled, (a) entrepreneurial, (b) bureaucratic, (c) political, and (d) professional, are discussed. Suggestions for the development of top management teams, decision‐making support systems, and further development of the taxonomy are mad

ISSN:0143-2095    

DOI:10.1002/smj.4250100706

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractGrowing evidence in the executive succession literature and the business press makes clear that new CEOs often attempt to introduce strategic change upon entering their jobs. Yet strategy researchers have generally neglected to document the internal dynamics of these interventions, and many scholars remain pessimistic about the likelihood of success. This paper presents an empirical case study where a new CEO succeeds at strategic change, using an intervention approach we call ‘comprehensive/collaborative’. A set of testable propositions is inferred to explain the unfolding dynamics within this intervention approach, followed by an overall theoretical framework based on a series of phases and underlying themes involving the interplay between the CEO'S actions, rational synoptic planning, and emergent political behavior. Future research needs to expand upon this beginning framework to test our propositions and evaluate other intervention approac

ISSN:0143-2095    

DOI:10.1002/smj.4250100707

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractIncreasingly the makeup of the top management group is believed to affect the development, identification and exploitation of strategic opportunities. This paper explains a creative management model, which goes beyond conventional strategic management, and identifies the behaviors of top managers needed for the ongoing renewal of their business. It is proposed these behaviors cluster and can be aligned with different and distinct cognitive styles or types. The implication is that top management groups should be composed of a mix of types. This paper posits a mix of Jungian types, Intuitives, Feelers, Thinkers and Sensors. This diversity can yield great strength if the differences can be focused and unified. Propositions and suggestions for further empirical research are developed.

ISSN:0143-2095    

DOI:10.1002/smj.4250100708

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractThe relationship between the social composition of top management teams and innovation adoptions was examined in a sample of 199 banks. The following characteristics of top management teams were examined: average age, average tenure in the firm, education level, and heterogeneity with respect to age, tenure, educational background, and functional background. In addition, the effects of bank size, location (state of operation), and team size were assessed. Results indicate that more innovative banks are managed by more educated teams who are diverse with respect to their functional areas of expertise. These relationships remain significant when organizational size, team size, and location are controlled for.

ISSN:0143-2095    

DOI:10.1002/smj.4250100709

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractUsing a sample of 84 Fortune 500 food and oil companies, observed over the period 1967 to 1981, this paper tests a number of hypotheses relating top management group composition to firm performance. Specifically, it was expected that homogeneous top management groups would interact more efficiently and therefore be preferable when competition is intense, but that heterogeneous groups would facilitate adaptation and therefore be preferable under conditions of environmental change. Partial support for these hypotheses was found; however, the pattern of results also highlights the numerous difficulties in untangling and identifying the determinants of firm performance.

ISSN:0143-2095    

DOI:10.1002/smj.4250100710

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY

摘要:

AbstractThis study investigates top management tenure, corporate ownership structure and board composition as predictors of different aspects of golden parachute magnitude: size and the number of executives covered. We found that golden parachute contracts involve higher levels of payment (in years' compensation) when top management is longer‐tenured, both in absolute number as well as relative to directors. Golden parachutes are found to extend to fewer executives when non‐management‐owned blocks of stock are highly concentrated and when the level of management‐owned stock is relatively low. The research points to the importance of examining ownership structure, board subcommittee composition and top executive tenure when researching decisions made by corporate

ISSN:0143-2095    

DOI:10.1002/smj.4250100711

出版商:John Wiley&Sons, Ltd.    

年代:1989

数据来源: WILEY