Developing Multi-Level Theory in Strategic Management: The Case of Managerial Talent and Competitive Advantage

Abstract

This chapter applies arguments advanced by Drnevich and Shanley (this volume) to the strategic leadership literature – an area of work where such multi-level analyses seem likely to be particularly appropriate. In an analysis of the relationship between managerial capabilities and firm performance, this chapter breaks from tradition in the strategic leadership literature by examining the interaction between three levels of analysis. In doing so, this chapter identifies the conditions under which leadership can be a source of competitive advantage for a firm, when labor markets will allocate managerial talent imperfectly across competing firms, and when managers will and will not be able to appropriate the rents their specific managerial talents might generate.

Citation

Mackey, A. and Barney, J.B. (2005), "Developing Multi-Level Theory in Strategic Management: The Case of Managerial Talent and Competitive Advantage", Dansereau, F. and Yammarino, F.J. (Ed.) Multi-Level Issues in Strategy and Methods (Research in Multi-Level Issues, Vol. 4), Emerald Group Publishing Limited, Leeds, pp. 163-175. https://doi.org/10.1016/S1475-9144(05)04006-3