The Experts below are selected from a list of 58056 Experts worldwide ranked by ideXlab platform
Harry Joo - One of the best experts on this subject based on the ideXlab platform.
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Using meta-analytic structural equation modeling to advance Strategic management research: Guidelines and an empirical illustration via the Strategic Leadership-performance relationship
Strategic Management Journal, 2016Co-Authors: Donald D. Bergh, Peiran Su, Cubie L.l. Lau, Ciaran Heavey, Brian K. Boyd, Herman Aguinis, David J. Ketchen, Harry JooAbstract:This paper demonstrates how meta-analysis can be combined with structural equation modeling (MASEM) to address new questions in Strategic management research.We review this integration, describe its implementation, and compare findings from bivariate meta-analyses, a direct-effect structural equations model, and two mediating frameworks using data on the Strategic Leadership and performance relationship. Results drawn from 208 articles that collectively included data on 495,638 observations demonstrate the new insights available fromMASEM while also suggesting a revision to conventional thinking on Strategic Leadership. Whereas some theories posit that boards of directors influence firm performance through monitoring and disciplining the top management team, MASEM provides more support for the view that boards mediate the top management teams’ decisions. Implications for applying MASEM in Strategic management are offered.
Ciaran Heavey - One of the best experts on this subject based on the ideXlab platform.
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interfaces of Strategic leaders a conceptual framework review and research agenda
Journal of Management, 2018Co-Authors: Zeki Simsek, Ciaran Heavey, Brian C FoxAbstract:Interfaces are of growing importance for theorizing and testing the influence of Strategic leaders on firm behavior and actions. But despite their relevance and ubiquity, the lack of a commonly accepted definition and unifying framework has hindered researchers’ ability to take stock, synthesize, and systematize extant knowledge. We first develop an encompassing definition and organizing framework to review 122 prior studies across three decades. We then chart promising directions for future research around three concepts central to the framework and review: (1) Why do interfaces occur? (2) What happens at these interfaces? and (3) What are the impacts of interfaces? Together, the encompassing definition, framework, review, and specific directions for future research provide the much needed platform to agglutinate research and advance Strategic leader interfaces as the next frontier of Strategic Leadership research.
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Using meta-analytic structural equation modeling to advance Strategic management research: Guidelines and an empirical illustration via the Strategic Leadership-performance relationship
Strategic Management Journal, 2016Co-Authors: Donald D. Bergh, Peiran Su, Cubie L.l. Lau, Ciaran Heavey, Brian K. Boyd, Herman Aguinis, David J. Ketchen, Harry JooAbstract:This paper demonstrates how meta-analysis can be combined with structural equation modeling (MASEM) to address new questions in Strategic management research.We review this integration, describe its implementation, and compare findings from bivariate meta-analyses, a direct-effect structural equations model, and two mediating frameworks using data on the Strategic Leadership and performance relationship. Results drawn from 208 articles that collectively included data on 495,638 observations demonstrate the new insights available fromMASEM while also suggesting a revision to conventional thinking on Strategic Leadership. Whereas some theories posit that boards of directors influence firm performance through monitoring and disciplining the top management team, MASEM provides more support for the view that boards mediate the top management teams’ decisions. Implications for applying MASEM in Strategic management are offered.
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interfaces of Strategic leaders developing a future research agenda
Academy of Management Proceedings, 2016Co-Authors: Brian C Fox, Ciaran Heavey, Zeki Simsek, Steven W Floyd, Craig Crossland, Dimitrios Georgakakis, Nathan J Hiller, Tim R Holcomb, Richard J KlimoskiAbstract:Over the past thirty years research on Strategic Leadership has been dominated by the upper-echelons perspective, which views organizations through the prism of the traits and characteristics of it...
Mary Crossan - One of the best experts on this subject based on the ideXlab platform.
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Strategic Leadership and Organizational Learning
Academy of Management Review, 2004Co-Authors: Dusya Vera, Mary CrossanAbstract:Adopting the Strategic Leadership perspective, we develop a theoretical model of the impact of CEO and top manager Leadership styles and practices on organizational learning. We take a fine-grained look at the processes and levels of organizational learning to describe how Strategic leaders influence each element of the learning system. Researchers have implicitly assumed transformational Leadership approaches to organizational learning. We challenge this conventional wisdom by highlighting the value of transactional Leadership as well.
Samuel M Demarie - One of the best experts on this subject based on the ideXlab platform.
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navigating in the new competitive landscape building Strategic flexibility and competitive advantage in the 21st century
Academy of Management Perspectives, 1998Co-Authors: Michael A Hitt, Barbara W Keats, Samuel M DemarieAbstract:Executive Overview A new competitive landscape is developing largely based on the technological revolution and increasing globalization. The Strategic discontinuities encountered by firms are transforming the nature of competition. To navigate effectively in this new competitive landscape, to build and maintain competitive advantage, requires a new type of organization. Success in the 21st century organization will depend first on building Strategic flexibility. To develop Strategic flexibility and competitive advantage, requires exercising Strategic Leadership, building dynamic core competences, focusing and developing human capital, effectively using new manufacturing and information technologies, employing valuable strategies (exploiting global markets and cooperative strategies) and implementing new organization structures and culture (horizontal organization, learning and innovative culture, managing firm as bundles of assets). Thus, the new competitive landscape will require new types of organizatio...
Andreas Konig - One of the best experts on this subject based on the ideXlab platform.
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Strategic Leadership in organizational crises a review and research agenda
Long Range Planning, 2021Co-Authors: Linda Schaedler, Lorenz Grafvlachy, Andreas KonigAbstract:Abstract Of all actors involved in managing an organizational crisis, Strategic leaders play a particularly central role. However, the growing scholarship on the impact of Strategic leaders in crisis situations is characterized by a high degree of fragmentation, considerably hindering the generation of parsimonious theory and practically useful insights. To address this issue, we conduct a systematic multidisciplinary literature review that spans the research streams on Strategic Leadership and organizational crises. For each type of Strategic leader—Chief Executive Officer (CEO), top management team, and board of directors—we identify the different applied theoretical lenses and highlight commonalities and differences between studies and their insights. We use our review to derive an integrative conceptual framework that guides future research. Our exploratory review unveils that, while each type of Strategic leader plays a significant role in a crisis context, the perspectives taken and the resulting evidence vary: as for the CEO, research focuses on social evaluations—for instance, based on the CEO's appearance—as well as agency-theoretic considerations—particularly, financial incentives. Regarding the top management team, research mostly adopts a managerial and organizational cognition lens, focusing on characteristics such as personality and human capital. Lastly, for the board of directors, agency-theoretic considerations again dominate the scholarly conversation, especially studies of board independence. Overall, we review and organize a rich but patchy research landscape, and we derive ample opportunities for novel theoretical and empirical inquiries into Strategic leaders and their role in managing organizational crises.
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Strategic Leadership and technological innovation a comprehensive review and research agenda
Corporate Governance: An International Review, 2020Co-Authors: Christopher Kurzhals, Lorenz Grafvlachy, Andreas KonigAbstract:Research Question/Issue We review the literature on the relationship between Strategic Leadership and technological innovation. Research Findings/Insights We identify the theoretical lenses that researchers apply when studying Strategic Leadership and innovation, most notably agency theory and upper echelons theory. We review the innovation constructs and measures that scholars employ, and we survey the links among Strategic leaders' characteristics and technological innovation. Ultimately, we organize the literature into an integrative framework that provides a concise overview of the extant knowledge, and we outline an agenda for future research. Theoretical/Academic Implications First, we offer scholars a discipline‐spanning overview of the extant knowledge on the topic. Second, by integrating important aspects of corporate governance, such as the role of the board of directors, incentives for the chief executive officer or the top management team, and firm ownership, into the context of technological innovation, we highlight the vital role it plays in the realm of technological innovation. Third, we provide a useful guide for scholars and direct their work towards fruitful avenues for future research. Practitioner/Policy Implications We offer insights for practitioners interested in better understanding the bidirectional relationship between Strategic Leadership and technological innovation. In particular, our framework and our detailed analysis of the impact of Strategic leaders on technological innovation can guide shareholders and board members in matters related to board composition as well as top executive selection and compensation.
