Leader Style in Strategy and Organizational Performance: An Integrative Framework*

Nahavandi, Afsaneh; Malekzadeh, Ali R.

doi:10.1111/j.1467-6486.1993.tb00311.x

Cited by 51 publications

(53 citation statements)

References 66 publications

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“…While a strong culture can be a positive asset for a firm creating a sense of unity among its employees, we show that in the M&A context it lacks the needed flexibility to adapt to a new environment. This is in accordance with Nahavandi and Malekzadeh (1993), Buono and Bowditch (1989) and Sorensen (2002). Moreover, we show that a weak organizational culture can change to a strong organizational culture in the context of cross-border M&As.…”

Section: Discussionsupporting

confidence: 68%

Individual-Level Outcomes in Poorly Managed Cross-Border Mergers and Acquisitions: A Holistic View of the Relevant Processes

Hajro

Mandal

2011

Schmalenbach Bus Rev

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This study explores the processes that lead to undesired individual-level outcomes in the context of cross-border mergers and acquisitions (M&As). Based on the empirical findings from an in-depth longitudinal case-study that describes the unsuccessful integrative efforts between a German multinational company (MNC) and an Austrian service provider, we develop a process narrative. We then assemble the various events of the case-study in terms of cause-and-effect to present a generic model of post-merger integration dynamics (for absorption). The process description presents a holistic view of the processes and its relevant associated dynamics and raises the awareness of aspects that significantly impact the integration process, but whose dynamics have not been linked -e.g. identity and emotion.Based on this generic model we provide an explanation of why traditional attempts to integrate mostly meet with failure.

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Section: Discussionsupporting

confidence: 68%

Individual-Level Outcomes in Poorly Managed Cross-Border Mergers and Acquisitions: A Holistic View of the Relevant Processes

Hajro

Mandal

2011

Schmalenbach Bus Rev

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“…Several studies have examined this relationship empirically (Hrebiniak and Snow 1982;Fielder 1986;Thomas 1988;Jacobs and Singell 1993;Nahavandi and Malekzadeh 1993;Costanza 1996). In general, field studies have found that leaders' personality characteristics and behaviors have little effect on organizational productivity as measured by indirect, enterprise-wide financial measures such as profit and return on assets (Costanza 1996;Butler and Cantrell 1997).…”

Section: Leadership and Supervisionmentioning

confidence: 99%

Why Elephants Gallop: Assessing and Predicting Organizational Performance in Federal Agencies

Brewer¹,

Selden

2000

Journal of Public Administration Research and Theory

462

333

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“…In 1993, both Nahavandi and Malekzadeh, and Rajagopalan et al noted that literature focusing on factors impacting decision-making and studies in this literature are both limited in number and have produced mixed results [38,39].…”

Section: Context and Decision-makingmentioning

confidence: 99%

The Impact of Information Behaviour Dimensions on Decision-Making Stages: Evidence for Kuwaiti Public Organisations

Almutairi¹,

Alsarraf²

2017

J Bus Fin Aff

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to this view, organisational members 'think and act in terms of decision making ' [6].Due to the high importance of decision-making, as illustrated by the previous literature, and the fact that decisions do not only affect the organisation but also the wider society, the decision-making process has been heavily studied, and researchers such as Barrett et al. [12] argued for 'a paradigm shift in decision-making', in terms of making better decisions in response to today's challenges.A good decision, however, is not produced by chance; rather, it is the output of a highly intelligent process that includes, among others, good empirical research.However, in the research field, Nooraie [9] noted that empirical studies that focused on factors influencing the decision-making process are either limited or have produced contradictory results. In the same vein, Papadakis et al. [8] argued that in spite of the crucial role of decision-making, research has not departed significantly from the stage it was based on.Consequently, research on the decision-making process and factors affecting this process remains of great importance for both organisation theorists and management practitioners. Thus, much more empirical work is necessary before any solid conclusion can be reached.It is the purpose of this study to advance our knowledge on how to make good decisions by investigating the impact of managers' information behaviour on the decision-making process. Keywords: Information behaviour; Decision-making; Public organisations; Data analysis Introduction Decision-making is the heart of administrationThe study of decision-making is not new in the literature [1]. The root of interest goes back as far as Barnard and his book the Functions of the Executive [2]. However, the great momentum in decision-making emerged in Simon's writings. Simon [3] in his article in PAR's The Proverbs of Administrations argued that the essence of management activity is decision-making, and organisations should seek ways to improve managers' decision-making capabilities rather than trying to find the ideal organisational structure. Further, Simon [4] believed that decision-making by its nature plays a vital role in organisations; He argued '…any practical activity involves both "deciding" and "doing". Consequently, Simon took an unprecedented and important decisionmaking position when he called for a science of administration and positing decision-making as the unit of analysis in this science.In preceding years, other writers have echoed Simon interest and such view of decision-making [5][6][7][8][9][10][11]. For example, Nooraie [9] argued that the world is witnessing large scale changes in all levels, which thus increases the complexity and rate of change in business environments. Therefore, there is frequently a need to make too many decisions too quickly on a range of unfamiliar problems. As a result, managers, who are already nervous in an unpredictable environment, are forced to make further decisions at an increasingly quicker pace. Similarly, Ma...

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Leader Style in Strategy and Organizational Performance: An Integrative Framework*

Cited by 51 publications

References 66 publications

Individual-Level Outcomes in Poorly Managed Cross-Border Mergers and Acquisitions: A Holistic View of the Relevant Processes

Individual-Level Outcomes in Poorly Managed Cross-Border Mergers and Acquisitions: A Holistic View of the Relevant Processes

Why Elephants Gallop: Assessing and Predicting Organizational Performance in Federal Agencies

The Impact of Information Behaviour Dimensions on Decision-Making Stages: Evidence for Kuwaiti Public Organisations

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