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Matthias Kipping

Bio: Matthias Kipping is an academic researcher from York University. The author has contributed to research in topics: Business history & Executive education. The author has an hindex of 27, co-authored 84 publications receiving 3564 citations. Previous affiliations of Matthias Kipping include Pompeu Fabra University & University of Reading.


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Deanne N. Den Hartog1, Robert J. House2, Paul J. Hanges3, S. Antonio Ruiz-Quintanilla4, Peter W. Dorfman5, Ikhlas A. Abdalla6, Babajide Samuel Adetoun, Ram N. Aditya7, Hafid Agourram8, Adebowale Akande, Bolanle Elizabeth Akande, Staffan Åkerblom9, Carlos Altschul10, Eden Alvarez-Backus, Julian Andrews11, Maria Eugenia Arias, Mirian Sofyan Arif12, Neal M. Ashkanasy13, Arben Asllani14, Guiseppe Audia15, Gyula Bakacsi, Helena Bendova, David Beveridge16, Rabi S. Bhagat17, Alejandro Blacutt, Jiming Bao18, Domenico Bodega, Muzaffer Bodur19, Simon Booth20, Annie E. Booysen21, Dimitrios Bourantas22, Klas Brenk, Felix C. Brodbeck23, Dale Everton Carl24, Philippe Castel25, Chieh Chen Chang26, Sandy Chau, Frenda K.K. Cheung27, Jagdeep S. Chhokar28, Jimmy Chiu29, Peter Cosgriff30, Ali Dastmalchian31, Jose Augusto Dela Coleta, Marilia Ferreira Dela Coleta, Marc Deneire, Markus Dickson32, Gemma Donnelly-Cox33, Christopher P. Earley34, Mahmoud A. Elgamal35, Miriam Erez36, Sarah Falkus13, Mark Fearing30, Richard H. G. Field11, Carol Fimmen16, Michael Frese37, Ping Ping Fu38, Barbara Gorsler39, Mikhail V. Gratchev, Vipin Gupta40, Celia Gutiérrez41, Frans Marti Hartanto, Markus Hauser, Ingalill Holmberg9, Marina Holzer, Michael Hoppe, Jon P. Howell5, Elena Ibrieva42, John Ickis43, Zakaria Ismail44, Slawomir Jarmuz45, Mansour Javidan24, Jorge Correia Jesuino, Li Ji46, Kuen Yung Jone, Geoffrey Jones20, Revaz Jorbenadse47, Hayat Kabasakal19, Mary A. Keating33, Andrea Keller39, Jeffrey C. Kennedy30, Jay S. Kim48, Giorgi Kipiani, Matthias Kipping20, Edvard Konrad, Paul L. Koopman1, Fuh Yeong Kuan, Alexandre Kurc, Marie-Françoise Lacassagne25, Sang M. Lee42, Christopher Leeds, Francisco Leguizamón43, Martin Lindell, Jean Lobell, Fred Luthans42, Jerzy Maczynski49, Norma Binti Mansor, Gillian Martin33, Michael Martin42, Sandra Martinez5, Aly Messallam50, Cecilia McMillen51, Emiko Misumi, Jyuji Misumi, Moudi Al-Homoud35, Phyllisis M. Ngin52, Jeremiah O’Connell53, Enrique Ogliastri54, Nancy Papalexandris22, T. K. Peng55, Maria Marta Preziosa, José Prieto41, Boris Rakitsky, Gerhard Reber56, Nikolai Rogovsky57, Joydeep Roy-Bhattacharya, Amir Rozen36, Argio Sabadin, Majhoub Sahaba, Colombia Salon De Bustamante54, Carmen Santana-Melgoza58, Daniel A. Sauers30, Jette Schramm-Nielsen59, Majken Schultz59, Zuqi Shi18, Camilla Sigfrids, Kye Chung Song60, Erna Szabo56, Albert C. Y. Teo61, Henk Thierry62, Jann Hidayat Tjakranegara, Sylvana Trimi42, Anne S. Tsui63, Pavakanum Ubolwanna64, Marius W. Van Wyk21, Marie Vondrysova65, Jürgen Weibler66, Celeste P.M. Wilderom62, Rongxian Wu67, Rolf Wunderer68, Nik Rahiman Nik Yakob44, Yongkang Yang18, Zuoqiu Yin18, Michio Yoshida69, Jian Zhou18 
VU University Amsterdam1, University of Pennsylvania2, University of Maryland, Baltimore3, Cornell University4, New Mexico State University5, Qatar Airways6, Louisiana Tech University7, Université du Québec8, Stockholm School of Economics9, University of Buenos Aires10, University of Alberta11, University of Indonesia12, University of Queensland13, Bellevue University14, London Business School15, Western Illinois University16, University of Memphis17, Fudan University18, Boğaziçi University19, University of Reading20, University of South Africa21, Athens University of Economics and Business22, Ludwig Maximilian University of Munich23, University of Calgary24, University of Burgundy25, National Sun Yat-sen University26, Hong Kong Polytechnic University27, Indian Institute of Management Ahmedabad28, City University of Hong Kong29, Lincoln University (New Zealand)30, University of Lethbridge31, Wayne State University32, University College Dublin33, Indiana University34, Kuwait University35, Technion – Israel Institute of Technology36, University of Giessen37, The Chinese University of Hong Kong38, University of Zurich39, Fordham University40, Complutense University of Madrid41, University of Nebraska–Lincoln42, INCAE Business School43, National University of Malaysia44, Opole University45, Hong Kong Baptist University46, Tbilisi State University47, Ohio State University48, University of Wrocław49, Alexandria University50, University of San Francisco51, Melbourne Business School52, Bentley University53, University of Los Andes54, I-Shou University55, Johannes Kepler University of Linz56, International Labour Organization57, Smith College58, Copenhagen Business School59, Chungnam National University60, National University of Singapore61, Tilburg University62, Hong Kong University of Science and Technology63, Thammasat University64, Sewanee: The University of the South65, FernUniversität Hagen66, Soochow University (Suzhou)67, University of St. Gallen68, Kumamoto University69
TL;DR: In this paper, the authors focus on culturally endorsed implicit theories of leadership (CLTs) and show that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership.
Abstract: This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.

1,227 citations

Journal ArticleDOI
TL;DR: In this paper, the authors present an overview of the relationship between management consulting and Academia in the context of the consulting industry, focusing on three types of experts: Gurus, Editors, and Managers.
Abstract: Introduction PART I: HISTORICAL PERSPECTIVES ON THE CONSULTING INDUSTRY 1. The Acquisition of Symbolic Capital by Consultants: The French Case 2. The Changing Relationship Between Management Consulting and Academia: Evidence from Sweden 3. Management Consultancies in the Netherlands in the 1950s and 1960s: Between Systemic Context and External Influences 4. The Rise and Fall of a Local Version of Management Consulting in Finland PART II: ORGANIZATIONAL PERSPECTIVES ON THE CONSULTANCY FIRM 5. The Internal Creation of Consulting Knowledge: A Question of Structuring Experience 6. Knowledge Management at Country Level: A Large Consulting Firm in Italy 7. Collaborative Relationships in the Creation and Fashioning of Management Ideas: Gurus, Editors, and Managers 8. Consultancies as Actors in Knowledge Arenas: Evidence from Germany PART III: RELATIONSHIP PERSPECTIVES ON THE CONSULTANCY PROJECT 9. Managers as Marionettes? Using Fashion Theories to Explain the Success of Consultancies 10. Promoting Demand, Gaining Legitimacy, and Broadening Expertise: The Evolution of Consultancy-Client Relationships in Australia 11. The Burden of Otherness: Limits of Consultancy Interventions in Historical Case Studies 12. Managers and Consultants as Embedded Actors: Evidence from Norway

198 citations

Journal ArticleDOI
TL;DR: A systematic overview of the way history has been used in management research can be found in this paper, where the authors identify research programs where history or the past are part of the theoretical model itself as a driver or moderator, with "imprinting" as a prime example.
Abstract: There has been a growing debate about the role of history in management research with several authors making suggestions on how to bring the two (back) together and others even highlighting the need for a “historic turn”. What we argue in this paper is that, while history was indeed sidelined by the scientization of management since the late 1950s, it started to make a comeback from the 1980s onwards and is increasingly employed in a number of research programs. We stress that the crucial question for management scholars engaging with history (or wanting to do so) is how it relates to theory. First of all, we present a systematic overview of the way history has been used—both at the micro (organizational) and macro-levels of analysis—distinguishing between what we refer to as “history to theory” and “history in theory”. In the former, we consider those research programs, such as (neo-)institutionalism, where history serves as evidence to develop, modify or test theories. In the case of “history in theory” we identify research programs where history or the past are part of the theoretical model itself as a driver or moderator, with “imprinting” as a prime example. Second, we also identify a growing number of studies that go further by displaying what we call “historical cognizance” in the sense of incorporating period effects or historical contingencies into their theorizing efforts. Finally, drawing on our broad overview, we make more specific suggestions for increasing the visibility and influence of history in organization and management theory.

157 citations

Journal ArticleDOI
TL;DR: This paper surveys the expansion of American management consulting companies to Western Europe in the twentieth century, focusing on the way these consultancies built and sustained activities outside their home country, including the creation of new and distinctive "products", or approaches to management, and the use of domestic multinational clients as "bridges" to foreign countries.
Abstract: This article surveys the expansion of American management consulting companies to Western Europe in the twentieth century. It focuses on the way these consultancies built and sustained activities outside their home country. A number of elements facilitated expansion abroad, including the creation of new and distinctive “products,” or approaches to management, and the use of domestic multinational clients as “bridges” to foreign countries. But to be successful in the long run, American consulting companies needed to create relationships with clients in the host country. In this respect, social and, sometimes, political contacts with the local elite, usually established through a few well-connected individuals, proved a crucial advantage.

155 citations

Journal ArticleDOI
TL;DR: The GLOBE project as discussed by the authors showed that two broad clusters or patterns of cultural values can be distinguished, contrasting the North-Western and South-Eastern part of Europe, and differences in leadership prototypes to a certain extent mirror differences in culture.
Abstract: Different cultural groups may have different conceptions of what leadership should entail, i.e. different leadership prototypes. Several earlier studies revealed that within Europe various cultural clusters can be distinguished (Hofstede, 1991; Ronen & Shenkar, 1985). Using recent data from the GLOBE project, this article discusses similarities and differences on culture and leadership dimensions among 21 European countries. The results show that two broad clusters or patterns of cultural values can be distinguished, contrasting the North-Western and South-Eastern part of Europe. Within these clusters, differences in leadership prototypes to a certain extent mirror differences in culture. On the basis of these results it is hardly possible to speak of a single typically European culture or one distinct European management style. However, on some dimensions European scores are different from at least some other regions in the world.

151 citations


Cited by
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TL;DR: In this paper, social learning theory is used as a theoretical basis for understanding ethical leadership and a constitutive definition of the ethical leadership construct is proposed. But, little empirical research focuses on an ethical dimension of leadership.

3,547 citations

Journal ArticleDOI
TL;DR: In this paper, the circular economy is most frequently depicted as a combination of reduce, reuse and recycle activities, whereas it is oftentimes not highlighted that CE necessitates a systemic shift.
Abstract: The circular economy concept has gained momentum both among scholars and practitioners. However, critics claim that it means many different things to different people. This paper provides further evidence for these critics. The aim of this paper is to create transparency regarding the current understandings of the circular economy concept. For this purpose, we have gathered 114 circular economy definitions which were coded on 17 dimensions. Our findings indicate that the circular economy is most frequently depicted as a combination of reduce, reuse and recycle activities, whereas it is oftentimes not highlighted that CE necessitates a systemic shift. We further find that the definitions show few explicit linkages of the circular economy concept to sustainable development. The main aim of the circular economy is considered to be economic prosperity, followed by environmental quality; its impact on social equity and future generations is barely mentioned. Furthermore, neither business models nor consumers are frequently outlined as enablers of the circular economy. We critically discuss the various circular economy conceptualizations throughout this paper. Overall, we hope to contribute via this study towards the coherence of the circular economy concept; we presume that significantly varying circular economy definitions may eventually result in the collapse of the concept.

3,018 citations

Book
01 Jan 1901

2,681 citations

Journal ArticleDOI
TL;DR: In this article, a literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership).
Abstract: Our literature review focuses on the emerging construct of ethical leadership and compares this construct with related concepts that share a common concern for a moral dimension of leadership (e.g., spiritual, authentic, and transformational leadership). Drawing broadly from the intersection of the ethics and leadership literatures, we offer propositions about the antecedents and outcomes of ethical leadership. We also identify issues and questions to be addressed in the future and discuss their implications for research and practice. Our review indicates that ethical leadership remains largely unexplored, offering researchers opportunities for new discoveries and leaders opportunities to improve their effectiveness.

2,542 citations