Execution Leadership in a Multi-unit Firm
Abstract
This study shows that execution leadership is closely related to capacity and strategy enactment. Execution leaders are able to scale capacity within a global network, regardless of volume trends. This includes the ability to take spikes in a pooled capacity construct. Furthermore, when action is focused and supported across the organizational construct, the enterprise can expect sustained corporate advantage. Executing collaboratively presents limitless possibilities for operational excellence and the opportunity for a competitive advantage. This study provides eighteen propositions that enhance theory of execution leadership in multi-unit firm.
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Antonakis, J., & Atwater, L. (2002). Leader distance: A review and a proposed theory. The Leadership Quarterly, 13(6), 673-704.
Bartlett, C. A., & Ghoshal, S. (1997). The Myth of the generic manager: New personal competencies for new management. California Management Review, 40(1), 92-116.
Bogardus, E. S. (1927). Leadership and social distance. Sociology and Social Research. 12, 173-178.
Creswell, J.W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches. Thousand Oaks, CA: Sage.
Cummings, J. & Teng, B. (2003). Transferring R&D knowledge: The key factors affecting knowledge transfer success. Journal of Engineering and Technology Management, 20, 39-68.
D’Aveni, R.A., Dagnino, G.B., & Smith, K.G. (2010). The age of temporary advantage. Strategic Management Journal, 31, 1371-1385.
Denzin, N. (1989). The research act. Englewood Cliffs, NJ: Prentice Hall.
Depraz, N., Varela, F., & Vermersch, P. (2003). On becoming aware: A pragmatics of experiencing. Philadelphia, PA: John Benjamins.
Doz, Y. & Kosonen, M. (2008). The dynamics of strategic agility: Nokia’s rollercoaster experience. California Management Review, 50(3), 95-118.
Eisenhardt, K.M. (1989). Building theories from case study research. Academy of Management Review, 14: 532-550.
Freeman, W.J. (2000). How brains make up their minds. New York, NY: Columbia University Press.
Howell, J. M. & Hall-Merenda, K. E. (1999). The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 84(5), 680.
Jayaraman, L. L. & Min, B. K. (1993). Business ethics - A developmental perspective: The evolution of the free and mature corporation. Journal of Business Ethics, 12(9), 665-675.
Joensson, T. (2008). A multidimensional approach to employee participation and the association with social identification in organizations. Employee Relations, 30(6), 594-607.
Lamnek, S. (1995). Qualitative sozial/forschung. (3rd ed.). Muenchen, Germany: Psychologie Verlags Union.
Lincoln, Y.S., & Guba, E.G. (1985). Naturalistic inquiry. Newbury Park, CA: Sage.
Martin, J. (2002). Cross-business synergies: recombination, modularity, and the multi-business team. Dissertation, Stanford University.
Mayring, P. (1996). Einfuehrung in die qualitative sozialforschung: Eine anleitung zu qualitativem denken. Weinheim: Belz/PVU.
Miles, M. B. & Huberman, A. M. (1994). Qualitative data analysis: an expanded sourcebook. Thousand Oaks, CA: Sage Publishing.
Moustakas, C. (1994). Phenomenological research methods. Thousand Oaks, CA: Sage.
Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of vocational behavior, 14(2), 224-247.
Napier, B. J., & Ferris, G. R. (1993). Distance in organizations. Human Resource Management Review, 3(4), 321.
Phelps, J. A., Rogg, K. L., Downey, R. G., & Knight, P. A. (1994). Facing the challenges of the year 2000: Learning to manage multidimensional workers. International Journal of Public Administration, 17(3/4), 555-587.
Punch, K.F. (1998). Introduction to social research: Quantitative and qualitative approaches. London, UK: Sage Publications.
Ramos-Sánchez, L., Esnil, E., Goodwin, A., Riggs, S., Touster, L. O., Wright, L. K., ... & Rodolfa, E. (2002). Negative supervisory events: Effects on supervision and supervisory alliance. Professional Psychology: Research and Practice, 33(2), 197.
Semmer, N. K., Jacobshagen, N., Meier, L. L., Elfering, A., Beehr, T. A., Kälin, W., & Tschan, F. (2015). Illegitimate tasks as a source of work stress. Work & Stress, 29(1), 32-56.
Siggelkow, N. (2007). Persuasion with case studies. Academy of Management Journal, 50, 20-24.
Stake, R.E. (1995). The art of case study research. Thousand Oaks, CA: Sage Publications.
Strauss, A., & Corbin, J. (1990). Basics of qualitative research techniques and procedures for developing grounded theory. New York, NY: Sage Publications.
Strauss, A., & Corbin, J. (1996). Grounded Theory: Grundlagen qualitative sozialforschung. Weinheim, Germany: Beltz.
Sutton, R.T. & Straw, B.M. (1995). What theory is not. Administrative Studies Quarterly, 40, 371-384.
Weick, K.E. (1995). What theory is not, theorizing is. Administration Science Quarterly, 40, 385-391.
Weick, K.E., Sutcliffe, K.M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization Science, 16(4), 409-421.
Yin, R.K. (1994). Case study research: design and methods. Newbury Park, CA: Sage Publications.
Authors
[1]
“Execution Leadership in a Multi-unit Firm”, Soc. sci. humanities j., vol. 3, no. 03, pp. 910–925, Mar. 2019, Accessed: Nov. 23, 2024. [Online]. Available: https://sshjournal.com/index.php/sshj/article/view/289
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