Hodges, J., and Martin, G. (2012) Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises? A case study of leadership branding. International Journal of Human Resource Management, 23 (18). pp. 3794-3812. ISSN 0958-5192 (doi:10.1080/09585192.2011.654235)
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Drawing on the precepts of identity theory, leadership branding has been proposed as a new approach to transforming the impact of leaders in organizations by developing a shared understanding of leadership. Recently, researchers have attempted to develop identity theory to explain how leadership is co-constructed in organizations through the process of making and granting legitimacy claims by leaders and followers over time. However, there has been no empirical evidence to-date to support this application of identity theory to leadership in an actual setting. In this paper, we provide such evidence by drawing on data from a longitudinal case study of leadership branding in a UK based multinational enterprise (MNE). Our findings support the claims that successful identity construction help explain this process and that a leadership-structure schema which emphasizes shared values can assist in resolving integration-responsiveness problems in MNEs.
|Glasgow Author(s) Enlighten ID:||Martin, Professor Graeme|
|Authors:||Hodges, J., and Martin, G.|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
H Social Sciences > HF Commerce
|College/School:||College of Social Sciences > Adam Smith Business School > Management|
|Journal Name:||International Journal of Human Resource Management|
|Publisher:||Taylor & Francis|
|Published Online:||6 February 2012|