A conceptual framework for developing‐country transnationals: PROTON Malaysia

Ahmed, Zafar U.; Humphreys, John H.

doi:10.1002/tie.20175

Cited by 14 publications

(6 citation statements)

References 31 publications

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“…Even as we certainly acknowledge the limitations of a case approach (see Humphreys et al, 2009), principally the idea that different authors could come to different conclusions based on a single case, we agree with others (e.g. Ahmed and Humphreys, 2008;Stuart et al, 2002;Voss et al, 2002) that the offsetting strengths more than justify the technique (see Gerring, 2007 for a thorough and compelling argument), as the context and leader/follower relations are fixed in the historical record. Because of this "even atypical cases can be useful in making inferences" (Lieberman, 2008, p. 181 speaking to Gerring's, 2007.…”

Section: The Case Approachsupporting

confidence: 76%

Ending the denial of slavery in management history

Hayek

Novičević²,

Humphreys³

et al. 2010

Journal of Management History

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Purpose -The purpose of this paper is to further fill the void of American slavery within management history and leadership studies by presenting the unique case of Joseph E. Davis's paternalistic leadership. Design/methodology/approach -This case was selected because of Davis's attempt to transplant Robert Owen's utopian practices of social harmony in an industrial, textile-mill setting to the backdrop of his slavery plantation. The method used is the historical method of analyzing both primary and secondary sources of data about Joseph E. Davis, a Mississippi planter, during the time periods of antebellum and reconstruction. Findings -This analysis indicates that Joseph E. Davis exhibited benevolence, authoritarianism, and, to a degree, moral paternalistic leadership with his slaves. Yet, due to his ideology and the context, he still defended slavery and Southern rights. Research limitations/implications -Historical knowledge about paternalistic leadership during the antebellum slavery and reconstruction time period will help to end the denial of slavery in management studies, as well as contribute to the understanding of paternalism in many contemporary cultures. Originality/value -This is the first article to provide primary evidence of paternalistic leadership in management history studies within this erroneously disregarded period. Keywords Leadership, History, United States of America Paper type Conceptual paper Throughout our lives we have been subjected to socially imposed constraints, which are said to be for our own good. Some are a matter of law, some a matter of institutional policy, some generated by the acts of friends and relatives. These paternalistically motivated constraints are morally troublesome (Van DeVeer, 1986, p. 3).Management history research is replete with studies addressing ancient, pre-modern, and more contemporary time periods (see Wren and Bedeian, 2009, for a comprehensive review). Cooke (2003Cooke ( , p. 1895, however, points out that regrettably the period of American slavery "has been wrongfully excluded from histories of management". We agree with Cooke (2003) that there has been not only an absence but also a comprehensive denial of slavery in management history and leadership studies. Although multiple reasons could be ascribed, there is little doubt that the ugliness and

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Section: The Case Approachsupporting

confidence: 76%

Ending the denial of slavery in management history

Hayek

Novičević²,

Humphreys³

et al. 2010

Journal of Management History

Self Cite

View full text Add to dashboard Cite

show abstract

“…Although the validity of case-based approaches has been questioned from a strict positivist perspective (see Gibbert et al, 2008) inductive conceptualization from cases can also "offer insights that might not be achieved with other approaches" (Rowley, 2002, p. 16). We argue that historical case studies can generate explanatory knowledge (Tsoukas, 1989) that is valuable to the practice of management (Ahmed and Humphreys, 2008) and the extension of theory (Shamir, 2011).…”

Section: Hierarchy To Facilitate Shared Leadershipmentioning

confidence: 99%

Transcending the power of hierarchy to facilitate shared leadership

Barnes

Humphreys

Oyler

et al. 2013

Leadership &Amp; Organization Development Journal

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Purpose -Although communal forms of leadership are being called for to provide contemporary organizations with more responsive leadership platforms, the paper can find no compelling description as to how such leadership might develop in a world of hierarchy. The purpose of this paper is to fill this void. Design/methodology/approach -Attempting to comprehend the sharing of leadership will require contemplation of unconventional approaches in opposition to the dominant logic associated with conventional organizational leadership. One current example of such unorthodox deliberation is the emerging awareness of the Grateful Dead's influence on business management and leadership. Accordingly, the paper examined and interpreted the experiences and expressed beliefs of Jerry Garcia of the Grateful Dead to offer a conceptualization of how shared leadership could emerge in traditional organizational settings. Findings -The analysis indicates that Jerry Garcia exhibited aspects of transformational leadership, servant leadership, and authentic leadership that allowed him to influence the environment needed for the emergence of shared leadership. Research limitations/implications -As a single case study, the primary limitation is one of generalizability. The paper accepts the trade-off, however, due to the significant conceptual insights available with a case methodology. Practical implications -Without greater understanding of how shared leadership might unfold practitioners will assume the construct of shared leadership is laudable but naïve. The paper must begin developing plausible conceptualizations if the notion of sharing leadership is to be taken more seriously in organizations. Originality/value -The paper offers a counterintuitive, counterculture conceptualization of how shared leadership could emerge and flourish in traditional hierarchical settings. Keywords Hierarchy, Jerry Garcia, Shared leadership Paper type Conceptual paper This report shows how we really work. We do business the way artists do business. The reason there is a Grateful Dead Productions is because the State of California requires that we identify ourselves as a business. [y] Grateful Dead Productions, Inc. is a legal fiction, not a working reality. It doesn't represent our real work. Just because we have an office doesn't mean we have to feel we have to be office workers, nor identify ourselves as a Corporation because we have a corporation.The reason for the attempt to describe ourselves is to free all the people in our organization from having to feel defined by what is actually an externally dictated fiction of convenience.[y] ( Jerry Garcia).

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“…While the validity of case-based approaches have been questioned by some with a strict positivist perspective (see Gibbert et al, 2008), we maintain that inductive conceptualization from particular cases can "offer insights that might not be achieved with other approaches" (Rowley, 2002, p. 16). Taking a realist viewpoint, we argue that historical case studies can produce sound, explanatory knowledge (Tsoukas, 1989) that is beneficial to the extension of theory (Shamir, 2011) and management practice (Ahmed and Humphreys, 2008).…”

Section: Historical Interpretationmentioning

confidence: 99%

Upward defiance in organizations: management lessons from the Battle of Blair Mountain

Humphreys

Gibson

Oyler

2013

Journal of Management History

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Purpose -Based upon an analysis of 30 historic narrative accounts of mutinies, Coye, Murphy, and Spencer recently extended voice theory to clarify the ontological status of the concept of upward defiance. The purpose of this article is to extend the framework of Coye et al. and illustrate the process of escalation towards hostility to offer practicing managers guidance on appropriate steps to interrupt the extreme escalation of member resistance. Design/methodology/approach -The authors examined the significant historical insurrection within the 1921 Battle of Blair Mountain. With the case of the Blair Mountain War, the historical record provides ample narrative data for a textual, interpretive, pseudo-ethnographical analysis. Findings -The examination of the Battle of Blair Mountain provides additional support for the upward organizational defiance framework proposed by Coye, Murphy, and Spencer. In addition, the authors have extended the theoretical upward defiance framework to account for the escalation of constructive to destructive forms of voice towards mutiny to reveal managerial actions and attitudes to mitigate follower defiance.Research limitations/implications -The common limitation to any historic case study is one of generalizability, although it often useful to accept the trade-off between limited generalizability and the potential discernment associated with the methodology. Originality/value -The paper investigates a mutiny outside of a maritime setting to offer support for Coye et al.'s conceptual framework, extend that framework in a manner more consistent with organizational practice, and offer guidance to practitioners.

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A conceptual framework for developing‐country transnationals: PROTON Malaysia

Cited by 14 publications

References 31 publications

Ending the denial of slavery in management history

Ending the denial of slavery in management history

Transcending the power of hierarchy to facilitate shared leadership

Upward defiance in organizations: management lessons from the Battle of Blair Mountain

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