Lucy R. Ford, Anson Seers and Jill Neumann
Most micro‐oriented research has assumed that leaders operate within a formally designed, pre‐specified and stable structural hierarchy. In the emerging knowledge economy…
Abstract
Purpose
Most micro‐oriented research has assumed that leaders operate within a formally designed, pre‐specified and stable structural hierarchy. In the emerging knowledge economy, however, the watchwords have become flexibility and speed. Today's business practices feature temporary task forces, project teams, joint ventures, and alliances. The authors aim to draw from the political science literature, presenting methodology for examining team leadership in context that augments and enhances the analyses that can be obtained with commonly used correlational/regression models.
Design/methodology/approach
More specifically, the authors will develop a detailed analysis of the potential applicability of the set‐theoretic approach for elucidating a configural analysis of team leadership, demonstrating that this method provides insight into the data that complements that provided by regression analysis.
Findings
The authors examine the findings from more traditional approaches to analysis, and set‐theoretic analysis, and demonstrate that set‐theoretic analysis provides additional insights into the phenomena in question.
Research limitations/implications
The possibilities for future research in the organizational leadership literature using set‐theoretic analysis are endless. The method is appropriate for theory development, theory confirmation, exploration, and more. Our current theoretical models are lacking in complexity, partly due to the limitations of existing methodology, and our advice to organizations would be significantly enriched were we able to establish that there are alternate means to the desired outcome, based on the context. Set‐theoretic methodology promises to enrich and enhance our field, particularly if we use it iteratively with the currently common methodologies, to develop richer and more contextually based theories.
Originality/value
Set‐theoretic methods may well provide an additional set of tools for better understanding leadership in the context in which it occurs.
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Keywords
George Christopher Banks, Jeffrey M. Pollack and Anson Seers
Conceptualizations of work coordination historically assumed that work systems are put into place and that these systems shape the ability of workers to accomplish tasks…
Abstract
Purpose
Conceptualizations of work coordination historically assumed that work systems are put into place and that these systems shape the ability of workers to accomplish tasks. Formalization has thus long been invoked as an explanatory mechanism for work coordination. Recent studies have extended interest in emergent implicit and relational coordination, yet their underlying mechanisms of bottom-up coordination have yet to be explicated such that formal top-down coordination can be approached as a complementary mechanism rather than an alternative substitute. The purpose of this paper is to integrate the literatures related to coordination and routines, and extend analysis of bottom-up coordination toward an understanding of how it can be complemented by top-down formalized coordination of routines within organizations. Implications of this work, for both theory and practice, are discussed.
Design/methodology/approach
A conceptual review was conducted.
Findings
By integrating the literatures related to coordination and routines, the authors extend analysis of bottom-up coordination toward an understanding of how it can be complemented by top-down formalized coordination of routines within organizations.
Research limitations/implications
From a theory-based point of view, in the present work, the authors integrated the literatures related to coordination and routines and arrived at the conclusion that bottom-up coordination can be complemented by top-down formalized coordination of routines within organizations.
Practical implications
The authors suggest that there is a need in the contemporary workplace for implicit, relational processes to enable individuals to continuously assess what changes are needed and adapt coordinated routines to accomplish the task at hand. This propensity will continue to increase as technology facilitates even more seamless communication among employees, organizations, and external partners.
Originality/value
For the first time the authors integrate the literatures related to coordination and routines, in order to extend analysis of bottom-up coordination toward an understanding of how it can be complemented by top-down formalized coordination of routines within organizations.
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Keywords
THIS is a subject which is supposed to be next to my heart. I am not sure it is quite so close. It may have been so at one time, but if ever I had a predilection for stories of…
Abstract
THIS is a subject which is supposed to be next to my heart. I am not sure it is quite so close. It may have been so at one time, but if ever I had a predilection for stories of travel it was soured long ago by literary editors. They have favoured me with so many travel books for reviewing that now the innocent face of another is enough to make me “reach back”; and a reviewer of books ought never to do that, on instinct.