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Embracing Commitment and Performance: CEOs and Practices Used to Manage Paradox

Tobias Fredberg (Institutionen för teknikens ekonomi och organisation, Management of Organizational Renewal and Entrepreneurship - MORE ) ; Michael Beer ; Russell A Eisenstat ; Nathaniel Foote ; Flemming Norrgren (Institutionen för teknikens ekonomi och organisation, Management of Organizational Renewal and Entrepreneurship - MORE )
(2008)
[Preprint]

We tend to assume that great leaders must make difficult choices between two or more conflicting outcomes. In an interview study with 26 CEOs of top American and European companies (incl. IKEA, Campbell Soups, Nokia, H&M), we find that instead of choosing between conflicting outcomes such as long-term strategy or short-term performance drivers, top tier managers argue that their role is to embrace such paradoxes to make both things happen simultaneously. The study identifies five groups of practices that make this possible. Together, they reveal a systematic approach to managerial work at the top, which is seldom found in the literature. By building on the engagement of many in the development of the organization, the practices are important for our understanding of how a CEO facilitates the partaking of many in strategy making. The paper contributes to theory by relating the current findings to the literature on the connection between commitment and performance and on the strategic management literature that focuses on the proliferation of strategy and strategy as practice.


HBS Working Paper Series 08-052



Denna post skapades 2009-02-03. Senast ändrad 2009-02-19.
CPL Pubid: 89565

 

Institutioner (Chalmers)

Institutionen för teknikens ekonomi och organisation, Management of Organizational Renewal and Entrepreneurship - MORE (2008-2016)

Ämnesområden

Företagsekonomi

Chalmers infrastruktur