A stakeholder model of organizational leadership

Organization Science

Volumn 13, Issue 2, 2002, Pages 209-220

  Schneider, Marguerite ^a  

^a NEW JERSEY INSTITUTE OF TECHNOLOGY   (United States)

Author keywords

Complexity; Effectiveness; Leadership; New Business Practices; Stakeholder Theory

Indexed keywords

EID: 0036012159     PISSN: 10477039     EISSN: None     Source Type: Journal    
DOI: 10.1287/orsc.13.2.209.531     Document Type: Article

References (75)

1. Corporate perestroika: The internal market economy
2. Firm resources and sustained competitive advantage
3. A critique and extension of the stratified systems theory perspective
4. Social capital and organizational leadership
5. A stakeholder framework for analyzing and evaluating corporate social performance
6. When competitive advantage doesn't lead to performance: The resource-based view and stakeholder bargaining power
7. A predictive model of self-managing work team effectiveness
8. Can organization studies begin to break out of the normal science straitjacket? An editorial essay
9. Toward a process-based theory of organizational design: Can organizations be designed around value chains and networks?
10. From chimneys to cross-functional teams: Developing and validating a diagnostic model
11. Paradox and performance: Toward a theory of behavioral complexity in managerial leadership
12. Where do new organizational forms come from? Management logics as a source of coevolution
13. Teams: Panaceas or prescriptions for improved performance?
14. Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms
15. Interpersonal values, leadership attitudes, and managerial "success"
16. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years - Applying a multilevel, multidomain perspective
17. Interfirm networks: Antecedents, mechanisms and forms
18. The design of work teams
19. From hierarchy to enterprise: Internal markets are the new foundation of management
20. Roles executives play: CEOs, behavioral complexity, and firm performance
21. Exploring the empty spaces of organizing: How improvisational jazz helps redescribe organizational structure
22. Explaining the swollen middle: Why most transactions are a mix of "market" and "hierarchy"
23. A multidirectional approach toward leadership: An extension of the concept of behavioral complexity
24. Behavioral complexity and the development of effective managers
25. Behavioral complexity and social intelligence: How executives use their stakeholders to form a systems perspective
26. Leadership complexity and development of the leaderplex model
27. New organizational forms and strategies for managing in hypercompetitive environments
28. Leadership requirements in stratified systems
29. When giants learn cooperative strategies
30. The impact of cultural values on employee resistance to teams: Toward a model of globalized self-managing work team effectiveness
31. Knowledge of the firm, combinative capabilities, and the replication of technology
32. The coevolution of strategic alliances
33. Prolegomena on coevolution: A framework for research on strategy and new organizational forms
34. The coevolution of new organizational forms
35. Leading workers to lead themselves: The external leadership of self-managing work teams
36. Exploration and exploitation in organizational learning
37. Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts
38. Toward an organizational behavior of contract laborers: Their psychological involvement and effects on employee coworkers
39. Determinants of supervisory behavior: A role-set analysis
40. Developmental processes of cooperative interorganizational relationships
41. Contingent workers in high risk environments
42. Moving beyond dyadic ties: A network theory of stakeholder influences
43. Achieving success in information systems outsourcing
44. Leadership for self-managing work teams: A typology and integrative model
45. A role-set analysis of managerial reputation
46. The dark side of the new organizational forms: An editorial essay
47. Toward the flexible form: How to remain vital in hypercompetitive environments
48. Dominant forms of economic organization in market economies
49. Comparative economic organization: The analysis of discrete structural alternatives
50. Self-monitoring and trait-based variance in leadership: An investigation of leader flexibility across multiple group situations
51. Leadership and social intelligence: Linking social perspectiveness and behavioral flexibility to leader effectiveness