scholarly journals Leadership's Activation of Team Cohesion As A Strategic Asset: An Empirical Simulation

1970 ◽  
Vol 24 (1) ◽  
pp. 1-26
Author(s):  
Michael Michalisin ◽  
Steven Karau ◽  
Charnchai Tangpong
Keyword(s):  
Strategic Management ◽  
Group Process ◽  
Positive Impact ◽  
Leader Behavior ◽  
Leadership Team ◽  
Team Cohesion ◽  
Performance Data ◽  
Superior Performance ◽  
Resource Based View ◽  
And Performance

The current study examined the linkage between leadership, team cohesion, andsuperior performance using group process and performance data collected froma strategic management simulation conducted over a four-month period. Resultsshowed that organizational leadership was not directly associated with superiorperformance (SP) of simulated firms. However, leadership was significantly associatedwith team cohesion, which in turn was significantly associated with SF,suggesting that leadership may strengthen performance indirectly by effectuatingkey group process mechanisms. Consistent with the Resource Based View of thefirm, these findings suggest that leader behavior, through its positive impact onthe development of team cohesion, can yield superior performance.

Leadership Team Cohesion and Subordinate Work Unit Morale and Performance

1993 ◽  
Vol 5 (3) ◽  
pp. 141-158 ◽  
Author(s):  
Fred A. Mael ◽  
Cathie E. Alderks
Keyword(s):  
Leadership Team ◽  
Team Cohesion ◽  
Work Unit ◽  
And Performance

scholarly journals Integrating Insights From the Resource-Based View of the Firm Into the New Stakeholder Theory

2021 ◽  
pp. 014920632098728
Author(s):  
Anita M. McGahan
Keyword(s):  
Strategic Management ◽  
Stakeholder Theory ◽  
Stakeholder Involvement ◽  
Resource Development ◽  
The Other ◽  
Resource Based View ◽  
Open Questions ◽  
Stakeholder View ◽  
And Performance

A powerful new stakeholder theory (NST) of strategic management is emerging. The theory, which is yet incomplete, offers novel and precise tools for understanding stakeholder involvement in organizations. This article identifies open questions in the NST in five areas (organizational formation, resource development, claims on value, governance, and performance) and suggests ways in which insights from the resource-based view of the firm advance answers to these questions. The conclusion emphasizes that because stakeholders bind resources to organizations, neither the resource-based view nor the new stakeholder view is complete without the other.

Transformational Leadership,Team Cohesion, Efficacy, and Performance

2017 ◽  
Vol 2017 (1) ◽  
pp. 10265
Author(s):  
Haider Muhammad Abdul Sahib ◽  
Celeste P.M. Wilderom
Keyword(s):  
Transformational Leadership ◽  
Leadership Team ◽  
Team Cohesion ◽  
And Performance

Strategic Tacit Knowledge-Based Competitiveness

2018 ◽  
pp. 699-724
Author(s):  
Khaled Tamzini
Keyword(s):  
Competitive Advantage ◽  
Tacit Knowledge ◽  
Academic Research ◽  
Empirical Method ◽  
Superior Performance ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Knowledge Based ◽  
Internal Sources ◽  
And Performance

By using the resource-based view as a theoretical framework, the purpose of this chapter is to explain the internal sources of competitiveness in Tunisian firms operating in the industry of Information Communication and Technology (ICT). In other words, how do firms within this industry build their competitive advantage and performance? Based on the results of the academic research undertaken in 2012 on a sample of 209 Tunisian ICT firms, the author explains how strategic tacit knowledge (seen as strategic resource) allows the firms to gain a sustainable competitive advantage and superior performance. In addition, it provides researchers with an empirical method to operationalize tacit knowledge appropriately, as well as competitive advantage and performance. It also focuses on the exploration of the relationship between these three variables, demonstrating that competitive advantage mediates the impact of tacit knowledge on performance. Finally, this chapter is considered an attempt to respond to criticism formulated against the resource-based view.

Strategic Tacit Knowledge-Based Competitiveness

2015 ◽  
pp. 140-163 ◽  
Author(s):  
Khaled Tamzini
Keyword(s):  
Competitive Advantage ◽  
Tacit Knowledge ◽  
Academic Research ◽  
Empirical Method ◽  
Superior Performance ◽  
Sustainable Competitive Advantage ◽  
Resource Based View ◽  
Knowledge Based ◽  
Internal Sources ◽  
And Performance

By using the resource-based view as a theoretical framework, the purpose of this chapter is to explain the internal sources of competitiveness in Tunisian firms operating in the industry of Information Communication and Technology (ICT). In other words, how do firms within this industry build their competitive advantage and performance? Based on the results of the academic research undertaken in 2012 on a sample of 209 Tunisian ICT firms, the author explains how strategic tacit knowledge (seen as strategic resource) allows the firms to gain a sustainable competitive advantage and superior performance. In addition, it provides researchers with an empirical method to operationalize tacit knowledge appropriately, as well as competitive advantage and performance. It also focuses on the exploration of the relationship between these three variables, demonstrating that competitive advantage mediates the impact of tacit knowledge on performance. Finally, this chapter is considered an attempt to respond to criticism formulated against the resource-based view.

Relationship among leader behavior, follower motivation, and performance

2010 ◽  
Author(s):  
Melissa Harrell ◽  
Robert Pritchard ◽  
Ronald Piccolo
Keyword(s):  
Leader Behavior ◽  
And Performance

Картофелекопатель с ротационной сепарирующей поверхностью

2018 ◽  
Author(s):  
V.M. Alakin ◽  
G.S. Nikitin
Keyword(s):  
Performance Data ◽  
Pilot Studies ◽  
Research Results ◽  
Operating Modes ◽  
Analysis Of Results ◽  
Design Characteristics ◽  
And Performance ◽  
Definition Of

Приведены результаты исследований экспериментального картофелекопателя с ротационной сепарирующей поверхностью. Особое внимание уделяется обоснованию конструктивных параметров и определению рабочих характеристик нового сепарирующего устройства. На основе анализа результатов экспериментальных исследований определены наиболее оптимальные режимы работы экспериментального картофелекопателя.Research results of an experimental potato digger with rotational separating web are published in this article. Special attention is paid to definition of design characteristics and performance data of the new separating device. Admissible operating modes are defined on the basis of the analysis of results of pilot studies of the experimental potato digger.

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