Executing Strategic Change: Understanding the Critical Management Elements That Lead to Success

Franken, Arnoud; Edwards, Chris; Lambert, Rob

doi:10.2307/41166493

Cited by 88 publications

(76 citation statements)

References 2 publications

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“…Our method exploited previous research findings that assignment of responsibilities and accountabilities in a business case may increase individuals' commitment (Franken et al, 2009;Maes et al, 2014) while emphasizing and supporting its maintenance over time.…”

Section: Develop Social Commitmentmentioning

confidence: 99%

“…Assignment of responsibilities and accountabilities in a business case may increase individuals' commitment (Franken et al, 2009;Maes et al, 2014). While multiple stakeholders can be involved in business case development (Fonstad & Robertson, 2006;De Haes et al, 2011), Maes et al (2014 call for further research on stakeholders' roles and impact because they may enrich the amount of information with different viewpoints.…”

Section: Is Business Casesmentioning

confidence: 99%

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Useful business cases: value creation in IS projects

Nielsen

Persson

2017

European Journal of Information Systems

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Section: Develop Social Commitmentmentioning

confidence: 99%

Section: Is Business Casesmentioning

confidence: 99%

Useful business cases: value creation in IS projects

Nielsen

Persson

2017

European Journal of Information Systems

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“…Vecchio, Justin, and Pearce (2008) explain, "Bass and his associates' views on morality relative to transformational and transactional leadership do suggest that transactional leaders would be expected to engage in unethical practices more so than transformational leaders" and further state, "Judgments of a leader's ethical posture may play a particularly strong role in influencing follower satisfaction with the leader" (p.79). Franken, Edwards, and Lambert (2009) explain, "Business leaders are under constant pressure to comply with their demands while maintaining the organization's competitiveness in increasingly complex markets" (p. 49). Effective transformational leaders are able to motivate, empower, and build healthy relationships with their peers throughout an organization.…”

Section: Transactional and Transformational Leadership Styles (Tals Amentioning

confidence: 99%

Leadership Styles and Organizational Learning An Empirical Study on Saudi Banks in Al-Taif Governorate Kingdom of Saudi Arabia

Nafei

Khanfar

Kaifi

2012

JMS

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This paper investigates how two important research streams, namely Leadership Styles (LS) and Organizational Learning (OL), might be related. In other words, LS and OL represent two rich lines of research: one is about how people lead and the other is about how people learn. Specifically, this contribution addresses two issues (1) the evaluative attitudes of the employees towards LS and OL and (2) the relationship between LS and OL.This study was conducted at Saudi banks in Al-Taif Governorate, Kingdom of Saudi Arabia. This research is practical, according to its purpose, and descriptive according to its data collection method. Three groups of employees at Saudi banks were reviewed. Of the 335 questionnaires that were distributed, 285 usable questionnaires were returned, a response rate of 85%. The finding reveals that there are differences among the three groups of employees regarding their evaluative attitudes towards LS and OL. Also, this study reveals that the aspects of LS have a significantly direct effect on OL. Accordingly, the study provides a set of recommendations that included the need for Transactional Leadership Styles (TALS) in general, and Transformational Leadership Style (TFLS) in particular, in order to achieve the best response to the needs and wishes of the workers at Saudi banks to increase their contribution to the achievement of OL on the one hand, and raise the level of their performance and enhance competitive advantage of these organizations on the other hand.

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“…Furthermore, "Bass and his associates' views on morality relative to transformational and transactional leadership do suggest that transactional leaders would be expected to engage in unethical practices more so than transformational leaders," and further state that "Judgments of a leader's ethical posture may play a particularly strong role in influencing follower satisfaction with the leader" [4]. Franken, Edwards, and Lambert explain how "Business leaders are under constant pressure to comply with their demands while maintaining the organization's competitiveness in increasingly complex markets" [5]. Transformational leaders are expected to not only to control, lead, plan, and organize, but also motivate, empower, and build healthy relationships with their peers throughout an organization.…”

Section: Introductionmentioning

confidence: 99%