Effectiveness of a Shared Leadership Model

Wister, Andrew; Beattie, B. Lynn; Gallagher, Elaine M.; Gutman, Gloria; Hemingway, Dawn; Reid, Robert; Sinden, Danielle; Symes, Bobbi

doi:10.1177/0095399712465594

Cited by 7 publications

(4 citation statements)

References 20 publications

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“…Whilst previous studies have examined such tools and techniques as mentoring (Wister et al , 2014), best practice (Guzman et al , 2015), digital platforms (Brunswicker and Schecter, 2019; Presch et al , 2020) and design (Dal Mas et al , 2020b) amongst others, the paper at hand is the first one to suggest that business plans can also be used to improve knowledge translation and facilitate business process management design. Business plans are written documents that summarise the business idea, provide details on the product and service, on the business environment and forecasted financial statements (Le Loarne-Lemaire and Maalaoui, 2015).…”

Section: Discussionmentioning

confidence: 99%

“…Within growing attention to reducing the theory and practise divide, the literature has identified several techniques and tools to promote and enhance the process of knowledge translation (Dal Mas et al , 2020d), boosting the performance of firms, including start-ups and new business ventures (Stefanelli et al , 2020). Amongst those, we may highlight the role of mentoring Wister et al (2014) to assist in the training of new researchers and distribute research capacity. Best practices can also help the replication, transfer and translation of knowledge (Dal Mas et al , 2020a; Guzman et al , 2015), given their rich content in terms of both explicit and tacit knowledge and know-how.…”

Section: Literature Reviewmentioning

confidence: 99%

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Translating knowledge in new entrepreneurial ventures: the role of business plan development

Mas

Massaro

Paoloni

et al. 2021

VJIKMS

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Purpose This paper aims to analyse the role of business plan development as a knowledge translation tool, especially for the creation of start-ups. In a complex knowledge ecosystem populated by multiple diverse and autonomous actors (such as potential entrepreneurs, local companies, local public entities and business consultants) bonded together by a joint search for valuable knowledge, business plan development can work as a powerful enabler for the translation of knowledge. Design/methodology/approach The study uses a qualitative multi-case study approach by examining the results of a public programme devoted to the creation of new entrepreneurial ventures. The authors analysed 418 complete business plans and followed up with all the participants with an interview. In total, 40 cases were investigated more in detail. Findings Results show how business plan development can function as a bridge between academic, theoretical and general knowledge on start-up creation on the one hand and practical contextualised activities of potential entrepreneurs on the other. Practical implications The process of knowledge translation is crucial to ensure that relevant knowledge coming from both the inside (the entrepreneur) and outside (the stakeholders) of the organisation is effectively applied. To facilitate the translation process, key knowledge users should be supported in contextualising and making sense of the research knowledge. Initiatives carried out by local entities and other actors, gathering several stakeholders to develop business plans, can become valuable opportunities to facilitate the translation process for start-up development. Originality/value The paper contributes to knowledge management and knowledge translation literature by demonstrating the role of business plan development as an effective knowledge translation enabler. It also adds to the understanding of innovation management and entrepreneurial education by proving the relevance of the translation of knowledge for the creation of new business ventures.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Translating knowledge in new entrepreneurial ventures: the role of business plan development

Mas

Massaro

Paoloni

et al. 2021

VJIKMS

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“…The premise of non‐brokered internal network governance generally holds in the empirical literature. However, we found other means to support and coordinate network activities in SP modes of governance: governance arrangements such as co‐leadership roles (Wister et al, 2014), the appointment of a manager or installment of a management system (Willem & Gemmel, 2013), or a multi‐organizational team and a network steering group. Such means allow networks to differentiate their members among governance bodies or roles functionally.…”

Section: Where Do We Stand and Where Do We Go From Here?mentioning

confidence: 99%

Modes of network governance revisited: Assessing their prevalence, promises, and limitations in the literature

van den Oord,

Kenis,

Raab

et al. 2023

Public Administration Review

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The systematic literature review takes stock of the empirical literature on the governance of organizational networks. The analysis is based on empirical papers citing Provan and Kenis (2008) as the seminal article on the governance of networks. We synthesize key findings on the modes of network governance, contingency factors, and network‐level tensions. The review provides insights into how the contingency theory of network governance has developed into an established and recognized research agenda in the last fifteen years. We conclude that the governance of organizational networks as a vocabulary has been adopted in the management and organization sciences literature to explain organizational networks’ development, functioning, and effectiveness. However, further theoretical development and testing are warranted to inform the practice of network governance, particularly when, how, and why to use institutions and structures of authority and collaboration to allocate resources and coordinate and control joint action of groups of organizations.This article is protected by copyright. All rights reserved.

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“…But leadership entails much more: it is a complex social phenomenon (Bennis, 1959) that is vague in substance or limits (Pedersen & Hartley, 2008) and is always affected by its context (Hersey & Blanchard, 1988). Recent leadership literature has highlighted both heroic individual leadership (Milner & Joyce, 2005) and shared leadership (Pearce & Conger, 2003;Wister et al, 2014), reflecting the diverse and complex nature of the phenomenon. The emerging complexity leadership theory has pointed that social processes are too uncontrolled to be attributed either to a single individual or to pre-planned processes (Finkelstein, 2002;Lichtenstein et al, 2006).…”

Section: Local Leadership As Interaction In Governance Relationsmentioning

confidence: 99%

Transformation of Local Leadership— Narratives on changed Interaction

Haveri¹,

Airaksinen²,

Paananen³

2015

OJL

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This article investigates the transformation of local government leadership as a change in interaction. Traditional interaction patterns are challenged by the increasing complexity of governance relations. The empirical analysis is based on biographical narratives of very experienced (born in 1945-1950) Finnish municipal chief executive officers. The narratives form a rich set of interpretations about the changes that have occurred in the role of municipalities during the last four decades. According to the narratives, both the quantity and quality of interaction have changed markedly: interaction is needed at numerous surfaces, but the quality of interaction is undergoing alteration. The current trend of instant interaction requires more situational awareness, social skills and quicker responses.

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Effectiveness of a Shared Leadership Model

Cited by 7 publications

References 20 publications

Translating knowledge in new entrepreneurial ventures: the role of business plan development

Translating knowledge in new entrepreneurial ventures: the role of business plan development

Modes of network governance revisited: Assessing their prevalence, promises, and limitations in the literature

Transformation of Local Leadership— Narratives on changed Interaction

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