This study investigates the relationship of strategic leadership behaviors with executive innovation influence and the moderating effects of top management team (TMT)’s tenure heterogeneity and social culture on that relationship. Using survey data from six countries comprising three social cultures, strategic leadership behaviors were found to have a strong positive relationship with executive...

This study describes a novel simulation model (OrgSwarm) of the process of strategic adaptation. Strategic adaptation is conceptualized as a process of adaptation (search), on a landscape of strategic possibilities, by a population of profit-seeking organizations. Unfortunately, the characteristics that make organizations coherent and viable such as organizational structure and shared organizat...

nowadays in consequence of widespread changes of corporate governances, chairman of the board has more real authorities on company decisions and due to his significant role in board leadership, is under the pressure of performance expectations. however, these changers are not made as it deserves in iran and in spite of various effects of chairman leadership on board culture – especially team pr...

organizational culture and managers' personal attitudes play a crucial role in conducting change initiatives, especially strategic change. in this regard, middle managers' commitment to change is of great importance and cynicism is the biggest obstacle in forming this commitment. in the present study, it is investigated whether organizational justice dimensions, senior management supp...

Our understanding of strategic preferences in cyberspace rests on the material and factors that shape state behavior. This, however, is derived from actions established cyber powers. Given resources required to effectively operate this environment repeated interactions form boundaries accepted behavior, literature does not adequately explain emergence among novice actors. The article posits the...

Abstract Past research suggests that most culture change efforts proceed with limited attention to the pluralistic nature of contemporary organizations. We argue that the relationship between organization subcultures and the implementation of new HR strategies into HR practice has not been adequately explored because of the lack of a comprehensive framework for de®ning and integrating culture c...