Session 90

Participation, Cooperation and Commitment

Track H

Date: Monday, October 8, 2012

 

Time: 16:30 – 17:45

Common Ground

Room: Terrace 2


Facilitator:

  • Steven Floyd, University of Massachusetts Amherst

Title: Between the Top and the Middle: Strategic Leadership at the Mezzanine Level

Authors

  • Anurag Sharma, University of Massachusetts-Amherst
  • Bill Wooldridge, University of Massachusetts Amherst
  • Steven Floyd, University of Massachusetts Amherst

Abstract: We propose that core leadership in large organizations is resident at the Mezzanine level – between those few top executives identified in upper echelons research and the broad group considered in the middle management literature. We assert that this structural unit is already a reality in large firms and that its existence is consistent with theoretical observations about the limits to the span of management arising from cognitive limitations of managers. A primary contribution of our proposal is to define and begin examining this heretofore neglected unit of analysis for studying strategic leadership. We end the proposal with a research agenda and questions that we are currently pursuing. We also describe research in progress.

Title: Organizing Cooperation: The Human Towers of Catalonia

Authors

  • J Ignacio Canales, University of Glasgow

Abstract: This paper suggests that generating managerial involvement in Strategy-Making is a function of the attachment these managers develop with the strategic activity. This notion builds from the study of human tower building, developed in Catalonia. This particular tradition is carried out by organizations which include anybody from all walks of life and end up achieving extraordinary outcomes. This paper investigates this practice in this specific type of organizations as a revelatory case study to elaborate theoretical implications for organizations. Enacting the notion of building up each constituent blends into the whole where merit and skill dictates the position in the tower, programmed practice prevents risks and leadership is transmitted organically as intertwined individual reach for the sky.

Title: Participation in the Strategic Management Process and Expansiveness of the Strategy: Is There a Link?

Authors

  • Anna Witek-Crabb, Wroclaw University of Economics
  • Andrzej Kaleta, Wroclaw University of Economics

Abstract: The aim of the research was to examine the relationship between two phenomena present in strategic management: participation in the strategic management process and strategy expansiveness. Major research questions to which answers were sought were: Is there a correlation between the level of employee participation in the strategic management process and the type of selected strategy? What is the relationship between participation and various manifestations of strategy expansiveness: innovativeness, risk, ambition, and clarity of vision? The research conducted on a sample of 105 Polish enterprises showed a significant positive correlation between the level of participation and the degree of strategy expansiveness. Participation also correlated with innovativeness, ambition and clarity of vision and was independent from the riskiness of the strategy.

Title: Participatory Strategy Process as a Facilitator of Organizational Integration

Authors

  • Virpi Turkulainen, Aalto University
  • Pekka Helkiö, Aalto University

Abstract: Despite of strong research stream on both strategy process and organizational integration, we still know little about participatory strategy process as an integrative mechanism. In this paper we address the question of how such a strategy process operates in practice and facilitates organizational integration. With data from participant observation and interviews in a multinational corporation, we examine two yearly cycles of strategy process. The strategy process involved more than one hundred people from multiple functional and regional units as well as different hierarchical levels in the firm. By analyzing activities that take place in the process, we developed understanding of mediating processes through which a participatory strategy process facilitates achieving organizational integration in a multinational corporation.

Title: Strategic Leadership: Conflict and Managerial Authority as Drivers of Managerial Action

Authors

  • Chris Long, Georgetown University
  • Sim Sitkin, Duke University
  • Laura B. Cardinal, University of South Carolina

Abstract: In a departure from the dominant emphasis in the strategic leadership literature on employee responses to managerial actions, this paper presents a theory that explains how managers develop and sustain their authority through efforts to promote trust, fairness, and control. We first describe how superior-subordinate conflicts stimulate managers to examine the composition and influence of their authority. We then outline how managers address their authority-focused concerns that are generated through these examinations using trustworthiness-promotion, fairness-promotion, and control activities. The paper concludes with a discussion about how our theory refines and extends research on organizational conflict, trust, fairness, control, and leadership.

Title: When Authoritarian Leaders Outperform Transformational Leaders: Firm Performance in a Harsh Economic Environment

Authors

  • Xu Huang, Hong Kong Polytechnic University
  • Catherine Lam, City University of Hong Kong

Abstract: We investigated what leadership behaviors drive firm performance in a harsh economic environment. Based on data collected from 102 subsidiaries of a telecommunication company located in 102 counties, we found that transformational leadership was not related to revenue growths four months later and a year later irrespective of levels of the county GDP. However, authoritarian leadership was positively related to revenue growths four months later and a year later when GDP was low, but negatively related to revenue growths when GDP was high.

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 267: Strategic Processes in Transition
Sun: 09:30 – 10:45
Session 268: Capabilities that Help or Hurt Acquisition Processes
Sun: 11:15 – 12:30
Session 269: Chief Strategy Officer’s Role in Strategy Processes
Sun: 15:15 – 16:30
Session 89: Strategic Alignment and Strategy Implementation
Mon: 08:00 – 09:15
Session 99: Ambidexterity and Innovativeness
Mon: 09:30 – 10:45
Session 91: Consensus and Commitment
Mon: 13:30 – 14:45
Session 92: Attention, Goals and Renewal
Mon: 16:30 – 17:45
Session 90: Participation, Cooperation and Commitment
Tue: 08:00 – 09:15
Session 94: Going Beyond the Conventional Wisdom
Tue: 11:00 – 12:15
Session 95: Emotions and Behavior
Tue: 14:15 – 15:30
Session 96: Comprehensiveness and Time
Tue: 15:45 – 17:00
Session 98: Management of Emerging Strategic Issues
Tue: 17:30 – 18:45
Session 93: Cognition and Intuition
Session 97: Cognition and Capabilities


Strategic Management Society

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