活力
战略控制
委托代理问题
代理(哲学)
领导理论
战略管理
透视图(图形)
战略规划
任务(项目管理)
战略领导
业务
管理
知识管理
公共关系
社会学
过程管理
交易型领导
营销
战略思维
计算机科学
共同领导
公司治理
政治学
经济
物理
人工智能
量子力学
社会科学
作者
Margaret M. Luciano,Jennifer D. Nahrgang,Christine Shropshire
标识
DOI:10.5465/amr.2017.0485
摘要
Top management teams (TMTs) and boards of directors (boards) face increasingly turbulent environments as they strategically lead firms toward superior firm performance. The dominant theoretical lens about these two groups is agency theory, which focuses on the need for independence. We suggest that the environment in which the TMT and board govern is broader than conceptualized by agency theory, and thus theories regarding strategic leadership also require expansion. Drawing from the multiteam systems literature and broader systems theory, we offer a new consideration of the TMT and board as part of a strategic-oriented multiteam system, which we refer to as a strategic leadership system. The core premise of our theorizing is that TMTs and boards that strongly emphasize attention to both working independently and interdependently enhance their group and shared task performance, and in turn, firm performance. We further nuance this theorizing by describing how external environmental characteristics (i.e., munificence, complexity, dynamism) strengthen or weaken the influence of attention to working independently or interdependently, thereby shifting the zones of system effectiveness. Based on this theorizing, we offer a 2 × 2 framework combined with practical recommendations for strategic leaders. Additional implications, limitations, and directions for future research are discussed.
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