Leadership, Coordination, and Corporate Culture
TLDR
In this article, the authors propose a model in which a leader helps to overcome a misalignment of followers' incentives that inhibits coordination, while adapting the organization to a changing environment.Abstract:
What is the role of leaders in large organizations? We propose a model in which a leader helps to overcome a misalignment of followers’ incentives that inhibits coordination, while adapting the organization to a changing environment. Good leadership requires vision and special personality traits such as conviction or resoluteness to enhance the credibility of mission statements and to eectively rally agents around them. Resoluteness allows leaders to overcomeread more
Citations
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Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support
TL;DR: In this article, the authors integrate insights from "top-down" and "bottom-up" traditions in organizational change research to understand employees' varying dispositions to support change, and identify four possible role configurations in which top managers and middle managers can feature in change.
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Correlation Neglect, Voting Behavior, and Information Aggregation
Gilat Levy,Ronny Razin +1 more
TL;DR: In this paper, it was shown that the extreme beliefs which result from correlation neglect induce some voters to base their vote on information rather than on political preferences, which induces higher vote shares for the optimal policies and better information aggregation.
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CEO Behavior and Firm Performance
TL;DR: A new method to measure CEO behavior in large samples via a survey that collects high-frequency, high-dimensional diary data and a machine learning algorithm that estimates behavioral types reveals two types: “leaders,” who do multifunction,High-level meetings, and “managers,’ who do individual meetings with core functions.
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Rational Inattention and Organizational Focus
TL;DR: The authors studies optimal communication flows in organizations and provides microfoundations for a central idea in the management literature that firms should focus on a limited set of core competencies, not just local optimization.
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How Do Judgmental Overconfidence and Overoptimism Shape Innovative Activity
TL;DR: It is argued that the connection between overconfidence and innovation is more complex than the previous literature suggests, and it is shown theoretically and experimentally that different forms of overconfidence may have opposing effects on innovative activity.
References
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Book
Culture′s Consequences: Comparing Values, Behaviors, Institutions and Organizations Across Nations
TL;DR: In this paper, values and culture data collection, treatment and validation power distance Uncertainty Avoidance Individualism and Collectivism Masculinity and Femininity Long versus Short-Term Orientation Cultures in Organizations Intercultural Encounters Using Culture Dimension Scores in Theory and Research
Book
The External Control of Organizations: A Resource Dependence Perspective
TL;DR: The External Control of Organizations as discussed by the authors explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints, and it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior both possible and almost inevitable.
Book
Thinking, Fast and Slow
TL;DR: Buku terlaris New York Times and The Economist tahun 2012 as mentioned in this paper, and dipilih oleh The NewYork Times Book Review sebagai salah satu dari sepuluh buku terbaik tahune 2011, Berpikir, Cepat and Lambat ditakdirkan menjadi klasik.
Journal ArticleDOI
The External Control of Organizations: A Resource Dependence Perspective.
Book
Leadership and performance beyond expectations
TL;DR: In this paper, the authors review the book "Leadership and performance beyond expectation" by Bernard M. Bass, and present a review of the book and the book's methodology.