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Sökning: WFRF:(Eisenstat Russell A)

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  • Fredberg, Tobias, 1974, et al. (författare)
  • Embracing Commitment and Performance: CEOs and Practices Used to Manage Paradox
  • 2008
  • Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
    • We tend to assume that great leaders must make difficult choices between two or moreconflicting outcomes. In an interview study with 26 CEOs of top American and Europeancompanies (incl. IKEA, Campbell Soups, Nokia, H&M), we find that instead of choosingbetween conflicting outcomes such as long-term strategy or short-term performance drivers,top tier managers argue that their role is to embrace such paradoxes to make both thingshappen simultaneously. The study identifies five groups of practices that make this possible.Together, they reveal a systematic approach to managerial work at the top, which is seldomfound in the literature. By building on the engagement of many in the development of theorganization, the practices are important for our understanding of how a CEO facilitates thepartaking of many in strategy making. The paper contributes to theory by relating the currentfindings to the literature on the connection between commitment and performance and on thestrategic management literature that focuses on the proliferation of strategy and strategy aspractice.
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  • Fredberg, Tobias, 1974, et al. (författare)
  • Making it Happen: Leadership and the Practice of Strategy
  • 2008
  • Ingår i: Strategic Management Society Meeting.
  • Konferensbidrag (refereegranskat)abstract
    • This paper deals with how CEOs of top performing global firms act to create strategic change in theirorganizations. Research on top management leadership has been more concentrated on values, attitudes and traitsthan on what they do. Studies that describe leadership practices, often focus on everyday action. The focus in thispaper is top leaders action to make strategy happen. In-depth interviews with 25 CEOs were made to understandthe practices that these CEOs try to apply. The leaders seem to act through a paradoxical combination of tryingto be “omnipresent” and at the same time stay away as much as possible to empower lower level leaders andemployees. The paper informs the academic discussion on leadership and on strategizing in organizations.
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