Leadership and organizational learning: A multiple levels perspective

Leadership Quarterly

Volumn 17, Issue 6, 2006, Pages 577-594

  Berson, Yair ^a   Nemanich, Louise A ^b   Waldman, David A ^b   Galvin, Benjamin M ^c   Keller, Robert T ^d  

^a UNIVERSITY OF HAIFA   (Israel)

^b ARIZONA STATE UNIVERSITY   (United States)

^c ARIZONA STATE UNIVERSITY   (United States)

^d UNIVERSITY OF HOUSTON   (United States)

Author keywords

Exploitation; Exploration; Integration; Levels of analysis; Organizational context

Indexed keywords

EID: 33845272716     PISSN: 10489843     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.leaqua.2006.10.003     Document Type: Review

References (142)

1. Amabile T.M., Conti R., Coon H., Lazenby J., and Heron M. Assessing the work environment for creativity. Academy of Management Journal 39 (1996) 1154-1184
2. Amitay M., Popper M., and Lipshitz R. Leadership styles and organizational learning in community clinics. The Learning Organization 12 1 (2005) 57-70
3. Argyris C., and Schon D.A. Organizational learning: a theory of action perspective (1978), Addison-Wesley, Reading, MA
4. Avolio B.J., and Gardner W.L. Authentic leadership: Getting to the root of positive forms of leadership. The Leadership Quarterly 16 (2005) 315-338
5. Bantel K.A., and Jackson S.E. Top management and innovations in banking: Does the composition of the top team make a difference?. Strategic Management Journal 10 (1989) 107-124
6. Bass B.M. Leadership and performance beyond expectations (1985), Free Press, New York
7. Bass, B. M. (1990). Bass and Stogdill's handbook of leadership: Theory, research, and managerial applications (3rd ed.). New York, London: Free Press; Collier Macmillan.
8. Bass B.M. The future of leadership in learning organizations. Journal of Leadership Studies 3 (2000) 18-41
9. In: Bass B.M., and Avolio B.J. (Eds). Improving organizational effectiveness through transformational leadership. (1993), Sage Publications Inc, Thousand Oaks, CA
10. Bedeian A.G., and Hunt J.G. Academic amnesia and vestigial assumptions of our forefathers. The Leadership Quarterly 17 (2006) 190-205
11. Behling O., and Eckel N.L. Making sense out of intuition. Academy of Management Executive 5 1 (1991) 46-54
12. Benner M., and Tushman M.L. Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review 28 (2003) 238-256
13. Berson Y., and Avolio B.J. Transformational leadership and the dissemination of organizational goals: A case study of a telecommunication firm. The Leadership Quarterly 15 (2004) 625-646
14. Bono J.E., and Anderson M.H. The advice and influence networks of transformational leaders. Journal of Applied Psychology 90 (2005) 1306-1314
15. Bontis N., Crossan M., and Hulland J. Managing an organizational learning system by aligning stocks and flows. Journal of Management Studies 39 (2002) 437-469
16. Brass D.J., and Krackhardt D. The social capital for twenty-first century leaders. In: Hunt J.G., Dodge G.E., and Wong L. (Eds). Out-of-the box leadership: transforming the 21st century army and other top performing organizations (1999), JAI Press, Westport, CT 179-194
17. Brown M.E., and Gioia D.A. Making things click: Distributive leadership in an online division of an offline organization. The Leadership Quarterly 13 (2002) 397-419
18. Cohen W.M., and Levinthal D.A. Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly 35 (1990) 128-153
19. Conger J.A., and Kanungo R.N. Charismatic leadership in organizations (1998), Sage, Thousand Oaks, CA
20. Crossan M., and Berdrow I. Organizational learning and strategic renewal. Strategic Management Journal 24 (2003) 1087-1105
21. Crossan M.M., Lane H.W., and White R.E. An organizational learning framework: From intuition to institution. Academy of Management Review 24 (1999) 522-537
22. Cyert R.M., and March J.G. A behavioral theory of the firm (1963), Blackwell, Malden, MA
23. Daft R.L., and Weick K.E. Toward a model of organizations as interpretation systems. Academy of Management Review 9 (1984) 284-295
24. Damanpour F. Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal 14 (1991) 555-590
25. De Drue C.K.W., and West M.A. Minority dissent and team innovation: The importance of participation in decision-making. Journal of Applied Psychology 86 (2001) 1191-1201
26. De Geus A. Planning as learning. Harvard Business Review 66 2 (1988, March-April)
27. Dougherty D. Interpretive barriers to successful product innovation in large firms. Organization Science 3 (1992) 179-202
28. Dougherty D., and Hardy C. Sustained product innovation in large, mature organizations: Overcoming innovation-to-organization problems. Academy of Management Journal 39 (1996) 1120-1153
29. Duncan R., and Weiss A. Organizational learning: Implications for organizational design. Research in Organizational Behavior 1 (1979) 75-123
30. Dyck B., Starke F.A., Mischke G.A., and Mauws M. Learning to build a car: An empirical investigation of organizational learning. Journal of Management Studies 42 (2005) 387-416
31. Ear M.J., and Scott I.A. What is a chief knowledge officer?. Sloan Management Review 40 (1999) 29-38
32. Easterby-Smith M., and Lyles M.A. The Blackwell handbook of organizational learning and knowledge management (2003), Blackwell Pub, Malden, MA
33. Edmondson A. Psychological safety and learning behavior in work teams. Administrative Science Quarterly 44 (1999) 350-383
34. Edmondson A. Speaking up in the operating room. Journal of Management Studies 40 (2003) 1419-1452
35. Edmondson A.C. The local and variegated nature of learning in organizations: A group-level perspective. Organization Science 13 (2002) 128-146
36. Elenkov D.S., Judge W., and Wright P. Strategic leadership and executive innovation influence: An international multi-cluster comparative study. Strategic Management Journal 26 (2005) 665-682
37. Elkins T., and Keller R.T. Leadership in research and development organizations: A literature review and conceptual framework. The Leadership Quarterly 14 (2003) 587-606
38. Empson L. Fear of exploitation and fear of contamination: Impediments to knowledge transfer in mergers between professional service firms. Human Relations 54 (2001) 839-862
39. Fiedler F.E. Cognitive resources and leadership performance. Applied Psychology: An International Review 44 (1995) 5-28
40. Finkelstein S., and Hambrick D.C. Strategic leadership: top executives and their effects on organizations (1996), West Publishing, Minneapolis/St. Paul
41. Fiol C.M. Consensus, diversity, and learning in organizations. Organization Science 5 (1994) 403-420
42. Ford C.M. A theory of individual creative action in multiple social domains. Academy of Management Review 21 (1996) 1112-1142
43. Fry L.W. Toward a theory of spiritual leadership. The Leadership Quarterly 14 (2003) 693-727
44. Fry L.W., Vitucci S., and Cedillo M. Spiritual leadership and army transformation: Theory, measurement, and establishing a baseline. The Leadership Quarterly 16 (2005) 835-862
45. Gardner W.L., and Avolio B.J. The charismatic relationship: A dramaturgical perspective. Academy of Management Review 23 (1998) 32-58
46. Gardner W.L., Avolio B.J., Luthans F., May D., and Walumba F. Can you see the real me? A self-based model of authentic leader and follower development. The Leadership Quarterly 16 (2005) 343-372
47. Gibson C.B., and Birkinshaw J. The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal 47 (2004) 209-226
48. Graen G.B., and Uhl Bien M. Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly 6 (1995) 219-247
49. Grant R.M. Toward a knowledge-based theory of the firm. Strategic Management Journal 17 (1996) 109-122
50. Hackett B. Beyond knowledge management: New ways to work. In: Choo C.W.B., and Nick (Eds). The strategic management of intellectual capital and organizational knowledge (2002), Oxford University Press, Oxford 725-738
51. Halbesleben J.R.B., Novicevic M.M., Harvey M.G., and Buckley M.R. Awareness of temporal complexity in leadership of creativity and innovation: A competency-based model. The Leadership Quarterly 14 (2003) 433-454
52. Hambrick D.C., and Mason P.A. Upper echelons: The organization as a reflection of its top managers. Academy of Management Review 9 (1984) 193-206
53. Hedberg B. How organizations learn and unlearn. Handbook of Organizational Design Vol. 1 (1981), Oxford University Press, New York 3-27
54. Hitt M.A., Hoskisson R.E., and Ireland R.D. Mergers and acquisitions and managerial commitment to innovation in M-form firms. Strategic Management Journal 11 (1990) 29-49
55. Hitt M.A., Hoskisson R.E., Johnson R.A., and Moesel D.D. The market for corporate control and firm innovation. Academy of Management Journal 39 (1996) 1084-1119
56. Hollingshead A.B. Retrieval processes in transactive memory systems. Journal of Personality and Social Psychology 74 (1998) 659-671
57. Hoopes D.G., and Postrel S. Shared knowledge, "glitches", and product development performance. Strategic Management Journal 20 (1999) 837-865
58. House R.J., and Aditya R.N. The social scientific study of leadership: Quo vadis?. Journal of Management 23 (1997) 409-473
59. Howell J.M., and Higgins C.A. Champions of technological innovation. Administrative Science Quarterly 35 (1990) 317-325
60. Huber G.P. Organizational learning: The contributing processes and the literature. Organization Science 2 (1991) 88-115
61. Huff A.S. Mapping strategic thought (1990), Wiley, Chichester, New York
62. Hurley R.F., and Hult G.T.M. Innovation, market orientation, and organizational learning: An integration and empirical examination. Journal of Marketing 62 (1998) 42-54
63. Jansen, J. J. P., Van den Bosch, F. A. J., & Volberda, H. W. (in press). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science.
64. Jaussi K.S., and Dionne S.D. Leading for creativity: The role of unconventional leadership behavior. The Leadership Quarterly 14 (2003) 525-544
65. Jung D.I., Chow C., and Wu A. The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly 14 (2003) 525-544
66. Kahai S.S., Sosik J.J., and Avolio B.J. Effects of leadership style, anonymity, and rewards in an electronic meeting system context. The Leadership Quarterly 14 (2003) 499-524
67. Keller R.T. Predictors of the performance of project groups in R&D organizations. Academy of Management Journal 29 (1986) 715-726
68. Keller R.T. Gatekeeper communication networks and technological innovation: A study of U.S. and Mexican R&D organizations. The Journal of High Technology Management Research 2 (1991) 1-13
69. Keller R.T. Transformational leadership and the performance of research and development project groups. Journal of Management 18 (1992) 489-501
70. Keller R.T. Cross-functional project groups in research and new product development: Diversity, communications, job stress, and outcomes. Academy of Management Journal 44 (2001) 547-555
71. Keller R.T. Transformational leadership, initiating structure, and substitutes for leadership: A longitudinal study of R&D project team performance. Journal of Applied Psychology 91 (2006) 202-210
72. Klimoski R.J., and Mohammed S. Team mental model: Construct or metaphor?. Journal of Management 20 (1994) 403-437
73. Koestler A. The act of creation (1969), Hutchinson, London
74. Larson J.R., Christensen C., Abbott A.S., and Franz T.M. Diagnosing groups: Charting the flow of information in medical decision-making teams. Journal of Personality and Social Psychology 71 (1996) 315-330
75. Larson J.R., Foster-Fishman P.G., and Franz T.M. Leadership style and the discussion of shared and unshared information in decision making groups. Personality and Social Psychology Bulletin 24 (1998) 482-495
76. Lave J., and Wenger E.C. Situated learning: legitimate peripheral participation (1990), Cambridge University Press, Cambridge
77. Lenox M., and King A. Prospects for developing absorptive capacity through internal information provision. Strategic Management Journal 25 (2004) 331-345
78. Levitt B., and March J.G. Organizational learning. Annual Review of Sociology 14 (1988) 319-340
79. Lewin A.Y., Long C.P., and Carroll T. The co-evolution of new organizational forms. Organization Science 10 (1999) 535-550
80. Lewis M.W. Exploring paradox: Toward a more comprehensive guide. Academy of Management Review 25 (2000) 760-776
81. Lewis K., Lange D., and Gillis L. Transactive memory systems, learning, and learning transfer. Organization Science 16 (2005) 581-598
82. Madzar S. Subordinates' information inquiry: Exploring the effect of perceived leadership style and individual differences. Journal of Occupational and Organizational Psychology 74 (2001) 221-232
83. March J.G. Exploration and exploitation in organizational learning. Organization Science 2 (1991) 71-87
84. March J.G., and Olsen J.P. Ambiguity and choice in organizations (1975), Universitets-forlaget, Bergen, Norway
85. Matusik S.F., and Heeley M.B. Absorptive capacity in the software industry: Identifying dimensions that affect knowledge and knowledge creation activities. Journal of Management 35 (2005) 549-572
86. McGrath R.G. Exploratory learning, innovative capacity, and managerial oversight. Academy of Management Journal 44 (2001) 118-131
87. Mintzberg H. The nature of managerial work (1973), Harper & Row, New York
88. Mio J.S., Riggio R.E., Levin S., and Reese R. Presidential leadership and charisma: The effects of metaphor. The Leadership Quarterly 16 (2005) 287-294
89. Mumford M.D. Managing creative people: Strategies and tactics for innovation. Human Resource Management Review 10 (2000) 313-351
90. Mumford M.D., Connelly S., and Gaddis B. How creative leaders think: Experimental findings and cases. The Leadership Quarterly 14 (2003) 412-432
91. Mumford M.D., Scott G.M., Gaddis B., and Strange J.M. Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly 13 (2002) 705-750
92. Nahapiet J., and Goshal S. Social capital, intellectual capital, and the organizational advantage. Academy of Management Review 23 (1998) 242-266
93. Nelson R.R., and Winter S.G. An evolutionary theory of economic change (1982), Harvard University Press, Boston
94. Nonaka I. A dynamic theory of organizational knowledge creation. Organization Science 5 (1994) 14-37
95. Nonaka I., Toyama R., and Konno N. SECI, Ba, and Leadership: A unified model of dynamic knowledge creation. Long Range Planning 33 (2000) 5-34
96. Oldham G.R., and Cummings A. Employee creativity: Personal and contextual factors at work. Academy of Management Journal 39 (1996) 607-634
97. Osborn R.N., Hunt J.G., and Jauch L.R. Toward a contextual theory of leadership. The Leadership Quarterly 13 (2002) 797-837
98. Pearce C.L., and Conger J.A. All those years ago: The historical underpinnings of shared leadership. In: Pearce C.L., and Conger J.A. (Eds). Shared leadership: reframing the hows and whys of leadership (2003), Sage, Thousand Oaks, CA 1-18
99. Polanyi M. The tacit dimension (1966), Routledge & Kegan, London
100. Popper M., and Lipshitz R. Organizational learning mechanisms: A structural and cultural approach to organizational learning. Journal of Applied Behavioral Science 34 (1998) 161-179
101. Redmond M.R., Mumford M.D., and Teach R. Putting creativity to work: Effects of leader behavior on subordinate creativity. Organizational Behavior and Human Decision Processes 55 (1993) 120-151
102. Ron N., Lipshitz R., and Popper M. How organizations learn: Post-flight reviews in an F-16 fighter squadron. Organization Studies 27 (2006) 1069-1089
103. Rosenkopf L., and Nerkar A. Beyond local search: Boundary spanning, exploration, and impact in the optical disk industry. Strategic Management Journal 22 (2001) 287-306
104. Sarin S., and McDermott C. The effect of team leader characteristics on learning, knowledge application, and performance of cross-functional new product development teams. Decision Sciences 34 (2003) 707-739
105. Schein E.H. Organizational culture and leadership. 2nd ed. (1992), Jossey-Bass, San Francisco
106. Schilling M.A., Vidal P., Ployhart R.E., and Marangoni A. Learning by doing something else: Variation, relatedness, and the learning curve. Management Science 49 (2003) 39-56
107. Scott S.G., and Bruce R.A. Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal 37 (1994) 528-580
108. Seely-Brown J., and Duguid P. Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organization Science 2 (1991) 40-57
109. Senge P.M. The fifth discipline: The art and practice of the learning organization. In: Ott J.S. (Ed). Classic Readings in Organizational Behavior. 1996 ed. Vol. 44 (1990), Wadsworth Pub. Co, Belmont 506-513
110. Shalley C., and Gilson L.L. What leaders need to know: A review of social and contextual factors that can foster or hinder creativity. The Leadership Quarterly 15 (2004) 33-53
111. Shalley C., Zhou J., and Oldham G.R. The effects of personal and contextual characteristics on creativity: Where should we go from here?. Journal of Management 30 (2004) 933-958
112. Shamir B., House R.J., and Arthur M.B. The motivational effects of charismatic leadership: A self-concept based theory. Organization Science 4 (1993) 577-594
113. Shin S.J., and Zhou J. Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of Management Journal 46 (2003) 703-714
114. Simon H.A. Bounded rationality and organizational learning. Organization Science 2 (1991) 125-134
115. Sinkula J.M., Baker W.E., and Noordewier T. A framework for market-based organizational learning: linking values, knowledge, and behavior. Journal of the Academy of Marketing Science 25 (1997) 305-318
116. Smircich L., and Morgan G. Leadership: The management of meaning. Journal of Applied Behavioral Science 18 (1982) 257-273
117. Smith K.G., Collins C., and Clark K. Existing knowledge, knowledge creation capability, and the rate of new product introduction in high technology firms. Academy of Management Journal 48 (2005) 346-357
118. Smith W.K., and Tushman M.L. Managing strategic contradictions: A top management model for managing innovation streams. Organization Science 16 (2005) 522-536
119. Sparrowe R.T., and Liden R.C. Process and structure in leader-member exchange. Academy of Management Review 22 (1997) 522-552
120. Sparrowe R.T., and Liden R.C. Two routes to influence: Integrating leader-member exchange and social network perspectives. Administrative Science Quarterly 50 4 (2005) 505-535
121. Spender J.C. Making knowledge the basis of a dynamic theory of the firm. Strategic Management Journal 17 (1996) 45-62
122. Sternberg R.J., Kaufman J.C., and Pretz J.E. A propulsion model of creative leadership. The Leadership Quarterly 14 (2003) 455-473
123. Tierney P., Farmer S.M., and Graen G.B. An examination of leadership and employee creativity: The relevance of traits and relationships. Personnel Psychology 52 (1999) 591-620
124. Tsang E.W.K. Organizational learning and the learning organization: A dichotomy between descriptive and prescriptive research. Human Relations 50 (1997) 73-89
125. Tushman M.L., and O'Reilly III C.A. Winning through innovation: a practical guide to leading organizational change and renewal (2002), Harvard Business School Publishing, Boston
126. Van Knippenberg D., and Hogg M.A. A social identity model of leadership effectiveness in organizations. Research in Organizational Behavior 25 (2003) 243-295
127. Vera D., and Crossan M. Strategic leadership and organizational learning. Academy of Management Review 29 (2004) 222-240
128. Waldman D.A., and Atwater L.E. The nature of effective leadership and championing processes at different levels in an R&D hierarchy. Journal of High Technology Management Research 5 (1992) 233-245
129. Waldman D.A., and Bass B.M. Transformational leadership at different phases of the innovation process. Journal of High Technology Management Research 2 (1991) 169-180
130. Waldman, D. A., Berson, Y., & Pearce, C. L. (2005). Toward an understanding of shared vision and organizational learning: The complementary roles of vertical and shared leadership. Paper presented at the Academy of Management, Honolulu, HI.
131. Walsh J.P., and Ungson G.R. Organizational memory. Academy of Management Review 16 (1991) 57-91
132. Weick K.E. The nontraditional quality of organizational learning. Organization Science 2 (1991) 116-124
133. Weick K.E., and Orden P.W.V. Organizing on a global scale: A research and teaching agenda. Human Resource Management 29 (1990) 49
134. Weick K.E., and Roberts K.H. Collective mind in organizations: Heedful interrelating on. Administrative Science Quarterly 38 3 (1993) 357-381
135. Welch J., and Byrne J.A. Jack: straight from the gut (2001), Warner Business Books, New York, NY
136. Wenger E.C., and Snyder W.M. Communities of practice: The organizational frontier. Harvard Business Review (2000, Jan-Feb) 139-145
137. West M.A., and Anderson N.R. Innovation in top management teams. Journal of Applied Psychology 81 (1996) 680-693
138. Woodman R.W., Sawyer J.E., and Griffin R.W. Toward a theory of organizational creativity. Academy of Management Review 18 (1993) 293-321
139. Wu S., Levitas E., and Priem R.L. CEO tenure and company invention under differing levels of technological dynamism. Academy of Management Journal 48 (2005) 859-873
140. Yukl G.A. Leadership in organizations. 6th ed. (2006), Prentice Hall, Upper Saddle River, N.J.
141. Zahra S.A., and George G. Absorptive capacity: A review, reconceptualization, and extension. Academy of Management Review 27 (2002) 185-203
142. Zaleznik A. Managers and leaders - Are they different. Harvard Business Review 55 (1977) 67-78