Disentangling combinations and contingencies of generic strategies: A set-theoretic configurational approach

Porter's framework of generic strategies conceptualizes key elements of firms' strategic positions in their industry. Research on these generic strategies has been challenged by the complexity of capturing relations between generic strategies (i.e., cost leadership, differentiation, and focus) and their interdependencies with other strategic commitments for performance outcomes. We address these challenges by utilizing fuzzy set Qualitative Comparative Analysis (fsQCA) to explore the causal complexity underlying the links between generic strategies and firm performance. Specifically, we study combinations of firms' generic strategies and other strategy attributes as paths to high or low performance in the U.S. and Canadian airline industry. We find six equifinal configurations that are consistently linked to high performance and nine configurations that are consistently linked to the absence of high performance. Our findings shed light on the contingencies underlying performance consequences of generic strategies. Consequently they redirect theoretical debates on the links between generic strategies and firm performance as well as on the superiority of pure versus hybrid generic strategies towards relations of set-theoretic of necessity and sufficiency. Specifically, we show that having a generic strategy advantage is not sufficient for high performance but that it is a vital ingredient in recipes for success. Similarly, our findings suggest that a generic strategy disadvantage is not sufficient for low performance, but is a key ingredient in all paths to poor performance. We conclude with a discussion of our study's contributions to the literature, suggestions for future research, and implications for managerial practice.     

文化再生产视野下的非遗传承与反思——以苏式二胡制作技艺为例

非遗技艺的传承,多受制于口传心授的经验性传承,大多未能形成系统的图文标准。这造成了非遗技艺不断革新创变,传承方式却因循守旧的现象。以苏式二胡制作技艺为例,从自然成因与社会成因深入研究这一现象,可以发现,针对传统技艺的非遗保护是顺应多元文化理念、应对不同程度的文化冲突和同化进程的结果。     

Romancing leadership: Past, present, and future

This paper presents a review of the romance of leadership and the social construction of leadership theory 25 years after it was originally introduced. We trace the development of this theoretical approach from the original formulation of the romance of leadership (RoL) theory as attributional bias through its emergence as a radical, unconventional approach that views leadership as a sensemaking activity that is primarily ‘in the eye of the beholder.’ We subsequently review research published in management and organizational psychology journals, book chapters and special issues of journals from 1985 to 2010. Three overall themes emerged from this review: 1) biases in (mis)attributions of leadership, including attributions for organizational success and failure; 2) follower-centered approaches, including the role of follower characteristics, perceptions, and motivations in interpreting leadership ratings; and 3) the social construction of leadership, including interfollower and social contagion processes, the role of crisis and uncertainty, and constructions and deconstructions of leadership and CEO celebrity in the media. Within each of these themes, we examine developments and summarize key findings. Our review concludes with recommendations for future theoretical and empirical work in this area.     

Leadership succession and the performance of nonprofit organizations: A fuzzy‐set qualitative comparative analysis

Leadership succession is critical to the performance of nonprofit organizations. Existing research has mostly treated leadership succession as an instantaneous event, and it has examined the independent effects of certain factors on organizational performance. However, little research has focused on the combinations of causally relevant factors. This article integrated organizational life cycle, resource dependence, and institutional theories, as well as the organizational fit literature, to explain how contextual and strategic factors combine to affect postsuccession performance. A fuzzy‐set qualitative comparative analysis (fsQCA) was used to analyze 15 succession events in Chinese environmental nongovernmental organizations (NGOs). The study identified four pathways to good NGO performance after succession. It also highlighted that it is not succession per se but the succession context (i.e. founders' control, board governance, professionalization, and political environment) and the strategic orientations of the successor that affect postsuccession performance in nonprofit organizations.     

Implicit theories of leadership: Stability and change over two decades

Much has changed in the last 20 years, but have people's naïve conceptions of leaders changed as well? Paralleling Offermann et al.'s (1994) study of the content of implicit leadership theories with new samples, the present study investigates ILT stability and change across a 20-year period. Results indicate that, as in 1994, Sensitivity, Dedication, Tyranny, Charisma, Strength, Masculinity, and Intelligence were confirmed as ILT factors. Analyses revealed a new factor, Creativity, and the rearranging of some characteristics across factors. The nine-factor, 46-item scale was confirmed with an independent sample, yielding superior fit indices to the eight-factor solution. This supports the view of ILTs as having both remarkably stable elements despite organizational and societal changes as well as contextually-sensitive elements. Open-ended characteristics had no references to females despite reference to males, as in 1994; thus, “think leader, think male” appears to persist in terms of naïve conceptions of leadership.     

Bridging transformational leadership,transparent communication,and employee openness to change: The mediating role of trust

Based on a random sample of employees (n = 439) in the United States, this study examined the effect of transformational leadership and transparent organizational communication on cultivating employee organizational trust during an organizational change event. We also investigated the interplay between transformational leadership, transparent communication, and organizational trust, and their impact on employee openness to change. The findings suggested that transformational leadership and transparent communication were positively associated with employee organizational trust, which in turn, positively influenced employee openness to change. Theoretical and managerial contributions of the study were discussed.     

Walking the talk: An exploratory examination of executive leadership communication at startups in China

This study explored the under-researched topic of leadership communication in the context of startup companies in China. Specifically, this study examined the role of executive leadership in shaping corporate culture and leadership communication purposes, strategies, and channels in startups. Findings were derived through 25 in-depth interviews with entrepreneurs in China, and they suggested that 5 major corporate culture types are prevalent and can coexist at startups, including innovation/adventure, openness, inclusiveness/participation, supportiveness, and aggressiveness/competitiveness. The character and management style of startup leaders shape the culture of the organization. Leadership communication serves various internal and external purposes at the informational, motivational, and behavioral levels. Symmetrical, transparent, authentic, and visionary communications are found to be effective leadership communication strategies at startups. Startup leaders overall prefer using face-to-face communication and mobile social messengers (e.g., WeChat) to communicate with internal and external stakeholders, followed by email and phone. Implications of the findings are discussed.