Reflections on (Schumpeterian) leadership: A report on a seminar on leadership and management education

California Management Review

Volumn 47, Issue 2, 2005, Pages 114-136

  Augier, Mie ^a   Teece, David J ^a  

^a NONE

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[No Author keywords available]

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EID: 14944365304     PISSN: 00081256     EISSN: None     Source Type: Journal    
DOI: 10.2307/41166298     Document Type: Review

References (55)

1. N. Machiavelli, The Prince, translated by W.K. Marriott, Chapter 3.
2. This is Barnard's emphasis. C. Barnard, The Function of the Executive (Cambridge, MA: Harvard University Press, 1938). This view was later elaborated by March and Simon and by Simon. J.G. March and H. Simon: Organizations (Oxford: Blackwell, 1958); H. Simon, Models of My Life (Cambridge, MA: MIT Press, 1991).
3. This is Barnard's emphasis. C. Barnard, The Function of the Executive (Cambridge, MA: Harvard University Press, 1938). This view was later elaborated by March and Simon and by Simon. J.G. March and H. Simon: Organizations (Oxford: Blackwell, 1958); H. Simon, Models of My Life (Cambridge, MA: MIT Press, 1991).
4. This is Barnard's emphasis. C. Barnard, The Function of the Executive (Cambridge, MA: Harvard University Press, 1938). This view was later elaborated by March and Simon and by Simon. J.G. March and H. Simon: Organizations (Oxford: Blackwell, 1958); H. Simon, Models of My Life (Cambridge, MA: MIT Press, 1991).
5. C. Barnard, Dilemmas of Leadership in the Democratic Process (Princeton, NJ: Princeton University Press, 1948), p. 80.
6. Ralph Stogdill, Handbook of Leadership (New York, NY: The Free Press, 1974), p. vii. Other critics of leadership research include the psychologist Jerry Hunt, who noted: "What is missing, in addition to quantity of theoretical formulations or models is a "grand" or generalized theory of leader-subordinate relationship - if indeed, such a theoretical development is possible." J. Hunt and L. Larson, Leadership: The Cutting Edge (Carbondale, IL: Southern Illinois University Press, 1977).
7. Ralph Stogdill, Handbook of Leadership (New York, NY: The Free Press, 1974), p. vii. Other critics of leadership research include the psychologist Jerry Hunt, who noted: "What is missing, in addition to quantity of theoretical formulations or models is a "grand" or generalized theory of leader-subordinate relationship - if indeed, such a theoretical development is possible." J. Hunt and L. Larson, Leadership: The Cutting Edge (Carbondale, IL: Southern Illinois University Press, 1977).
8. Joseph Rost, Leadership for the Twenty-First Century (Westport, CT: Praeger, 1991).
9. I b i d.
10. P. Drucker, The Principles of Management (New York, NY: HarperCollins Publishers, 1954), p. 158.
11. P. Selznick, Leadership in Administration (New York, NY: Harper & Row Publishers, 1957).
12. B. Hermalin, "Toward an Economic Theory of Leadership: Leading by Example," American Economic Review, 88 (1998): 1188-1206.
13. M. Casson, Economics of Business Culture: Game Theory, Transaction Costs and Economic Performance (Oxford: Clarendon Press, 1991).
14. J. Gardner, On Leadership (New York, NY: Free Press, 1990), p. 1.
15. The dynamic capability perspective was developed in D. Teece, G. Pisano, and A. Shuen, "Dynamic Capabilities and Strategic Management," Strategic Management Journal, 18/7 (1997): 537-533. Also see S. Winter, "Understanding Dynamic Capabilities," Strategic Management Journal, 24/10 (2003): 991-995; D. Teece, "Explicating Dynamic Capabilities," working paper, 2003.
16. The dynamic capability perspective was developed in D. Teece, G. Pisano, and A. Shuen, "Dynamic Capabilities and Strategic Management," Strategic Management Journal, 18/7 (1997): 537-533. Also see S. Winter, "Understanding Dynamic Capabilities," Strategic Management Journal, 24/10 (2003): 991-995; D. Teece, "Explicating Dynamic Capabilities," working paper, 2003.
17. The dynamic capability perspective was developed in D. Teece, G. Pisano, and A. Shuen, "Dynamic Capabilities and Strategic Management," Strategic Management Journal, 18/7 (1997): 537-533. Also see S. Winter, "Understanding Dynamic Capabilities," Strategic Management Journal, 24/10 (2003): 991-995; D. Teece, "Explicating Dynamic Capabilities," working paper, 2003.
18. J. Schumpeter, History of Economic Analysis (New York, NY: Oxford University Press, 1954), p. 41.
19. J. Schumpeter, The Theory of Economic Development (Cambridge: Harvard University Press, 1934), p. 91. This is the essence of Schumpeter's entrepreneurship; in full length quoted as follows: "First of all, there is the dream and the will to found a private kingdom, usually, though not necessarily, also a dynasty. Then there is the will to conquer: the impulse to fight, to prove oneself superior to others, to succeed for the sake, not of the fruits of success, but of success itself. From this aspect, economic action becomes akin to sport. Finally, there is the joy of creating, of getting things done, or simply of exercising one's energy and ingenuity." It is worth noting that the entrepreneurial/leadership function is creative - not "equilibrating" as in other conceptions of entrepreneurship (in particular Israel Kirzner's). The reason is that entrepreneurship is an evolutionary process of creative destruction; one that "incessantly revolutionizes the economic system from within, incessantly destroying the old one, incessantly creating a new one. This process of Creative Destruction is the essential fact about capitalism." (p. 83.)
20. M. Augier, J. March, and B. Sullivan, "Notes on the Evolution of a Research Community: Organization Studies in Anglophone North America 1945-2000," Organization Science (forthcoming 2005).
21. D. Teece, "Economic Analysis and Strategic Management," California Management Review, 26/3 (1984): 87-110.
22. As David Kreps recently noted: "I am increasingly convinced that economists should - and will - have to change large pieces of the paradigm that has kept us relatively monolithic for the past fifty years. We'll increasingly look like and work with our colleagues in the other . . . social sciences." D. Kreps, "Beliefs and Tastes: Confessions of an Economist," in M. Augier and J.G. March, eds., Models of a Man: Essays in Memory of Herbert Simon (Cambridge, MA: MIT Press, 2004). Indeed, understanding the fundamental issues of management requires much more than just economics, sociology, or psychology.
23. J.G. March, "Exploration and Exploitation in Organizational Learning," Organization Science, 2 (1991): 71-87.
24. See, for instance, A. Huff, "Citigroup's John Reed and Stanford's James March on Management Research and Practice," Academy of Management Executive, 14/1 (2000): 52-64; Teece (2003), op. cit.
25. See, for instance, A. Huff, "Citigroup's John Reed and Stanford's James March on Management Research and Practice," Academy of Management Executive, 14/1 (2000): 52-64; Teece (2003), op. cit.
26. J.G. March, "A Scholars Quest," Stanford Business School Magazine, 64/4 (1996): 10-13.
27. M. Augier, "Making Management Matter: An Interview with John S. Reed," Academy of Management Learning and Education (forthcoming 2005), p. 10.
28. J. March and R. Sutton, "Organizational Performance as a Dependent Variable," Organization Science, 8 (1997): 697-706.
29. This section builds on Augier, March, and Sullivan (2005), op. cit., and Teece (1984), op. cit.
30. This section builds on Augier, March, and Sullivan (2005), op. cit., and Teece (1984), op. cit.
31. Simon, op. cit., p. 138.
32. S. Leslie, The Cold War and American Science (New York, NY: Columbia University Press, 1993); see Augier, March, and Sullivan (2005), op. cit.
33. S. Leslie, The Cold War and American Science (New York, NY: Columbia University Press, 1993); see Augier, March, and Sullivan (2005), op. cit.
34. For a longer discussion of these issues and the implications for the field of organization theory, see Augier, March, and Sullivan (2005), op. cit; for the report, see R.A. Gordon and J.E. Howell, Higher Education for Business (New York, NY: Columbia University Press 1959).
35. For a longer discussion of these issues and the implications for the field of organization theory, see Augier, March, and Sullivan (2005), op. cit; for the report, see R.A. Gordon and J.E. Howell, Higher Education for Business (New York, NY: Columbia University Press 1959).
36. S. Schlossman, M. Sedlak, and H. Wechsler, "The "New Look": The Ford Foundation and the Revolution in Business Education," Selections, 14/3 (1987): 8-28.
37. The Ford Foundation Behavioral Science Program, "Proposed Plan for the Development of the Behavioral Sciences Program," Herbert A. Simon papers, Carnegie Mellon University Library, 1951.
38. Ibid., p. 4.
39. March and Simon, op. cit.; R. Cyert and J.G. March, A Behavioral Theory of the Firm, 2nd edition (Oxford: Blackwell, 1992).
40. March and Simon, op. cit.; R. Cyert and J.G. March, A Behavioral Theory of the Firm, 2nd edition (Oxford: Blackwell, 1992).
41. The movie, "Passion and Discipline," can be purchased through "Films for the Humanities and Sciences," www.films.com. A flavor of some of the main ideas in the movie and the background is also discussed in James G. March and Mie Augier, "James March on Education, Leadership, and Don Quixote: Introduction and Interview," Academy of Management Learning & Education, 3/2 (June 2004): 169-177.
42. See, in particular, March (1991), op. cit.; J.G. March, "Continuity and Change in Theories of Organizational Action," Administrative Science Quarterly, 41 (1996): 278-287.
43. See, in particular, March (1991), op. cit.; J.G. March, "Continuity and Change in Theories of Organizational Action," Administrative Science Quarterly, 41 (1996): 278-287.
44. For an application of this idea to the study of research programs, see March [(1991), op. cit.]: "[Research programs and ideas, such as those prevailing business education] that engage in exploration to the exclusion of exploitation are likely to find that they suffer the cost of experimentation without gaining many of its benefits. They exhibit too many undeveloped new ideas and too little distinctive competence. Conversely, [research programs and ideas] that engage in exploitation to the exclusion of exploration are likely to find themselves trapped in suboptimal stable equilibria." [p. 71.]
45. March (1996), op. cit.
46. March (1991), op. cit., March (1996), op. cit.; Teece (2003), op. cit.
47. March (1991), op. cit., March (1996), op. cit.; Teece (2003), op. cit.
48. March (1991), op. cit., March (1996), op. cit.; Teece (2003), op. cit.
49. March (1999), op. cit.
50. A.N. Whitehead, Modes of Thought (New York, NY: Macmillan, 1938), p. 15.
51. "The [leader] does not deduce his authority from codes and statutes, as is the case with the jurisdiction of office; nor does he deduce his authority from traditional custom or feudal vows of faith, as in the case with patrimonial power."
52. Schumpeter (1949), op. cit., pp. 71-72.
53. Imagination, Commitment, and Joy are the three main themes/sections in Professor March's film on Leadership.
54. J. Brown, Seeing Things Differently: Perspectives on Innovation (Boston, MA: Harvard University Press, 1998).
55. Jerry Beasley is the President of Concord College, and Cory Booker is a Newark City Councilman. They were both part of Professor March's film.