Skip to main content
SpringerLink
Log in

The Effect of Leadership Style on Strategy Cascading

  • Chapter
  • First Online:
Book cover Strategy Deployment in Business Units

Part of the book series: Contributions to Management Science ((MANAGEMENT SC.))

  • 1408 Accesses

Abstract

Among other lines of research, Smet etal. (McKinsey Q (2):1–6, 2012) recently confirmed that developing leaders has an extraordinary effect on the improvement performance of a company. This chapter therefore describes the leadership style of the top management teams for each of the nine cases. That style was evaluated by administering the Leadership Assessment Questionnaire (LAQ) devised by Kets Deies etal. (Int J Hum Res Manage 21(15):2848–2863, 2010). Quotations from the case interviews have been added to provide additional information about the management style in each company. The chapter begins with a brief quantitative overview of the survey data; this opening section also describes the questionnaire itself. Subsequent sections present more details of these questionnaire-based quantitative results in addition to qualitative findings on leadership behavior as derived from the case interviews.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 84.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 109.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    The COO of CORE is also the managing director of both DE1 and DE2.

  2. 2.

    Gemba is a Japanese term for the place where value is created—in this case, the shop floor. The gemba approach at SK1 involves concentrating on shop floor issues, which requires the management team to have a significant presence on the shop floor.

References

  • Adler PS (1995) Interdepartmental interdependence and coordination: the case of the design/manufacturing interface. Organ Sci 6(2):147–167

    Google Scholar 

  • Adler PS, Goldoftas B, Levine DI (1999) Flexibility versus efficiency? A case study of model changeovers in the toyota production system. Organ Sci 10(1):43–68

    Google Scholar 

  • Adler PS, Benner MJ, Brunner DJ, MacDuffie JP, Osono E, Staats BR, Takeuchi H, Tushman ML, Winter SG (2009) Perspectives on the productivity dilemma. J Oper Manag 27(2):99–113

    Google Scholar 

  • Akao Y (2004) Hoshin Kanri: policy deployment for successful TQM. Productivity Press, Cambridge

    Google Scholar 

  • Anand G, Ward PT, Tatikonda MV, Schilling DA (2009) Dynamic capabilities through continuous improvement infrastructure. J Oper Manag 27(6):444–461

    Google Scholar 

  • Anderson P (1999) Complexity theory and organization science. Organ Sci 10(3):216–232

    Google Scholar 

  • Anderson JC, Cleveland G, Schroeder RG (1989) Operations strategy: a literature review. J Oper Manag 8(2):133–158

    Google Scholar 

  • Anderson SW, Dekker HC, Sedatole KL (2010) An empirical examination of goals and performance-to-goal following the introduction of an incentive bonus plan with participative goal setting. Manag Sci 56(1):90–109

    Google Scholar 

  • Arend RJ, Lévesque M (2010) Is the resource-based view a practical organizational theory? Organ Sci 21(4):913–930

    Google Scholar 

  • Argote L, Greve HR (2007) A behavioral theory of the firm—40 years and counting: introduction and impact. Organ Sci 18(3):337–349

    Google Scholar 

  • Atteslander P, Cromm J (2010) Methoden der Empirischen Sozialforschung. Schmidt, Berlin

    Google Scholar 

  • Backhaus K, Erichson B, Plinke W, Weiber R (2006) Multivariate Analysemethoden: Eine Anwendungsorientierte Einführung, 11th edn. Springer, Berlin

    Google Scholar 

  • Bagozzi RP, Yi Y, Phillips LW (1991) Assessing construct validity in organizational research. Adm Sci Q 36(3):421–458

    Google Scholar 

  • Barney JB (1997) Gaining and sustaining competitive advantage. Addison-Wesley, Reading

    Google Scholar 

  • Barratt M, Choi TY, Li M (2011) Qualitative case studies in operations management: trends, research outcomes, and future research implications. J Oper Manag 29(4):329–342

    Google Scholar 

  • Bartlett CA, Ghoshal S (1994) Changing the role of top management: beyond strategy to purpose. Harv Bus Rev 72(6):79–79

    Google Scholar 

  • Bartlett CA, Ghoshal S (1995) Changing the role of top management: beyond systems to people. Harv Bus Rev 73(3):132–132

    Google Scholar 

  • Bass BM (1990) From transactional to transformational leadership: learning to share the vision. Organ Dyn 18(3):19–31

    Google Scholar 

  • Bass BM, Avolio BJ, Goodheim L (1987) Biography and the assessment of transformational leadership at the world-class level. J Manag 13(1):7–19

    Google Scholar 

  • Bates KA, Amundson SD, Schroeder RG, Morris WT (1995) The crucial interrelationship between manufacturing strategy and organizational culture. Manag Sci 41(10):1565–1580

    Google Scholar 

  • Beer M, Eisenstat RA (2000) The silent killers of strategy implementation and learning. Sloan Manag Rev 41(4):29–40

    Google Scholar 

  • Benner MJ, Tushman ML (2003) Exploitation, exploration, and process management: the productivity dilemma revisited. Acad Manag Rev 28(2):238–256

    Google Scholar 

  • Bortz J (2005) Statistik für Human- und Sozialwissenschaftler, 6th edn. Springer, Heidelberg

    Google Scholar 

  • Bourgeois LJI, Eisenhardt KM (1988) Strategic decision processes in high velocity environments: four cases in the microcomputer industry. Manag Sci 34(7):816–835

    Google Scholar 

  • Boyer KK, Lewis MW (2002) Competitive priorities: investigating the need for trade-offs in operations strategy. Prod Oper Manag 11(1):9–20

    Google Scholar 

  • Boyer KK, McDermott C (1999) Strategic consensus in operations strategy. J Oper Manag 17(3):289–305

    Google Scholar 

  • Boyer KK, Swink M, Rosenzweig ED (2005) Operations strategy research in the POMS journal. Prod Oper Manag 14(4):442–449

    Google Scholar 

  • Bozarth CC, Warsing DP, Flynn BB, Flynn EJ (2009) The impact of supply chain complexity on manufacturing plant performance. J Oper Manag 27(1):78–93

    Google Scholar 

  • Brown SL, Eisenhardt KM (1997) The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations. Adm Sci Q 42(1):1–34

    Google Scholar 

  • Burgelman RA (1983a) Corporate entrepreneurship and strategic management: insights from a process study. Manag Sci 29(12):1349–1364

    Google Scholar 

  • Burgelman RA (1983b) A process model of internal corporate venturing in the diversified major firm. Adm Sci Q 28(2):223–244

    Google Scholar 

  • Burgelman RA (1991) Intraorganizational ecology of strategy making and organizational adaption: theory and field research. Organ Sci 2(3):239–262

    Google Scholar 

  • Burgelman RA (1996) A process model of strategic business exit: implications for an evolutionary perspective on strategy. Strateg Manag J 17(S1):193–214

    Google Scholar 

  • Burgelman RA (2002) Strategy as vector and the inertia of coevolutionary lock-in. Adm Sci Q 47(2):325–357

    Google Scholar 

  • Cloos DJ, Jacobs MA, Swink M, Webb GS (2008) Toward a theory of competencies for the management of product complexity: six case studies. J Oper Manag 26(5):590–610

    Google Scholar 

  • De Meyer A, Vereecke A (2009) How to optimize knowledge sharing in a factory network. McKinsey Q (3):1–7

    Google Scholar 

  • Deming WE (2000) Out of the crisis. MIT, Cambridge

    Google Scholar 

  • Denison DR, Hooijberg R, Quinn RE (1995) Paradox and performance: toward a theory of behavioral complexity in managerial leadership. Organ Sci 6(5):524–540

    Google Scholar 

  • Devaraj S, Hollingworth DG, Schroeder RG (2001) Generic manufacturing strategies: an empirical test of two configurational typologies. J Oper Manag 19(4):427–452

    Google Scholar 

  • Devaraj S, Hollingworth DG, Schroeder RG (2004) Generic manufacturing strategies and plant performance. J Oper Manag 22(3):313–333

    Google Scholar 

  • Edmondson AC, McManus SE (2007) Methodological fit in management fieldo research. Acad Manag Rev 32(4):1155–1179

    Google Scholar 

  • Eisenhardt KM (1989a) Building theories from case study research. Acad Manag Rev 14(4):532–550

    Google Scholar 

  • Eisenhardt KM (1989b) Making fast strategic decisions in highvelocity environments. Acad Manag J 32(3):543–576

    Google Scholar 

  • Eisenhardt KM (1999) Strategy as strategic decision making. Sloan Manag Rev 40(3):65–72

    Google Scholar 

  • Eisenhardt KM, Bourgeois LJI (1988) Politics of strategic decision making in high-velocity enviroments: toward a midrange theory. Acad Manag J 31(4):737–770

    Google Scholar 

  • Eisenhardt KM, Graebner ME (2007) Theory building from cases: opportunities and challenges. Acad Manag J 50(1):25–32

    Google Scholar 

  • Eisenhardt KM, Martin JA (2000) Dynamic capabilities: what are they? Strateg Manag J 22(10):1105–1121

    Google Scholar 

  • Ethiraj SK, Levinthal DA, Roy RR (2008) The dual role of modularity: innovation and imitation. Manag Sci 54(5):939–955

    Google Scholar 

  • Fahrmeir L, Künstler R, Pigeot I, Tutz G (2001) Statistik: Der Weg zur Datenanalyse, 3rd edn. Springer, Berlin

    Google Scholar 

  • Fan CK, Cheng SW (2009) Using analytic hierarchy process method and technique for order preference by similarity to ideal solution to evaluate curriculum in department of risk management and insurance. J Soc Sci 19(1):1–8

    Google Scholar 

  • Faraj S, Xiao Y (2006) Coordination in fast-response organizations. Manag Sci 52(8):1155–1169

    Google Scholar 

  • Ferdows K, Meyer AD (1990) Lasting improvements in manufacturing performance: in search of a new theory. J Oper Manag 9(2):168–184

    Google Scholar 

  • Few S (2009) Now you see it: simple visualization techniques for quantitative analysis. Analytics, Oakland

    Google Scholar 

  • Flynn BB, Flynn EJ (1999) Information-processing alternatives for coping with manufacturing environment complexity. Decis Sci 30(4):1021–1052

    Google Scholar 

  • Flynn BB, Sakakibara S, Schroeder RG, Bates KA, Flynn EJ (1990) Empirical research methods in operations management. J Oper Manag 9(2):250–284

    Google Scholar 

  • Forrester J (1971) Counterintuitive behavior of social systems. Technol Rev 73(3):52–68

    Google Scholar 

  • Frazier GV, Spriggs MT (1996) Achieving competitive advantage through group technology. Bus Horizons 39(3):83–90

    Google Scholar 

  • Freund RJ, Wilson WJ, Sa P (2006) Regression analysis: statistical modeling of a response variable, 2nd edn. Elsevier Academic, Boston

    Google Scholar 

  • Fugate BS, Stank TP, Mentzer JT (2009) Linking improved knowledge management to operational and organizational performance. J Oper Manag 27(3):247–264

    Google Scholar 

  • Gagnon S (1999) Resource-based competition and the new operations strategy. Int J Oper Prod Manag 19(2):125–138

    Google Scholar 

  • Gavetti G (2005) Cognition and hierarchy: rethinking the microfoundations of capabilities’ development. Organ Sci 16(6):599–617

    Google Scholar 

  • Gavetti G, Levinthal DA (2004) The strategy field from the perspective of management science: divergent strands and possible integration. Manag Sci 50(10):1309–1318

    Google Scholar 

  • Gavetti G, Rivkin JW (2007) On the origin of strategy: action and cognition over time. Organ Sci 18(3):420–439

    Google Scholar 

  • Gavetti G, Levinthal DA, Rivkin JW (2005) Strategy making in novel and complex worlds: the power of analogy. Strateg Manag J 26(8):691–712

    Google Scholar 

  • Gerpott TJ, Paukert M (2011) Reliabilität empirischer Konstruktmessungen. Wirtschaftswissenschaftliches Studium 40(2):58–65

    Google Scholar 

  • Ghoshal S, Bartlett CA (1995) Changing the role of top management: beyond structure to process. Harv Bus Rev 73(1):86–96

    Google Scholar 

  • Girotra K, Terwiesch C, Ulrich KT (2010) Idea generation and the quality of the best idea. Manag Sci 56(4):591–605

    Google Scholar 

  • Gittell JH (2002) Coordinating mechanisms in care provider groups: relational coordination as a mediator and input uncertainty as a moderator of performance effects. Manag Sci 48(11):1408–1426

    Google Scholar 

  • Gittell JH, Seidner R, Wimbush J (2010) A relational model of how high-performance work systems work. Organ Sci 21(2):490–507

    Google Scholar 

  • Glaser BG, Strauss AL (2010) Grounded theory: strategien qualitativer forschung, 3rd edn. Verlag Hans Huber, Bern

    Google Scholar 

  • GOAL/QPC Research Committee (1989) Hoshin planning: a planning system for implementing total quality management. GOAL/QPC, Methuen

    Google Scholar 

  • Gokpinar B, Hopp WJ, Iravani SMR (2010) The impact of misalignment of organizational structure and product architecture on quality in complex product development. Manag Sci 56(3):468–484

    Google Scholar 

  • Größler A, Thun JH, Milling PM (2008) System dynamics as a structural theory in operations management. Prod Oper Manag 17(3):373–384

    Google Scholar 

  • Gujarati DN, Porter DC (2009) Basic econometrics, 5th edn. McGraw-Hill, Boston

    Google Scholar 

  • Gupta AK (1984) Contingency linkages between strategy and general manager characteristics: a conceptual examination. Acad Manag Rev 9(3):399–412

    Google Scholar 

  • Gupta AK, Smith KG, Shalley CE (2006) The interplay between exploration and exploitation. Acad Manag J 49(4):693–706

    Google Scholar 

  • Hair JF (2010) Multivariate data analysis: a global perspective, 7th edn. Pearson, Upper Saddle River

    Google Scholar 

  • Hall ET, Hall MR (1992) Understanding cultural differences: Germans, French, and Americans. Intercultural Press, Yarmouth

    Google Scholar 

  • Hamel G, Prahalad CK (1989) Strategic intent. Harv Bus Rev 67(3):63–78

    Google Scholar 

  • Hart SL (1992) An integrative framework for strategy-making processes. Acad Manag Rev 17(2):327–351

    Google Scholar 

  • Hart SL (1995) A natural-resource-based view of the firm. Acad Manag Rev 20(4):986–1014

    Google Scholar 

  • Hart SL, Banbury C (1994) How strategy-making processes can make a difference. Strateg Manag J 15(4):251–269

    Google Scholar 

  • Hayes RH, Pisano GP (1994) Beyond world-class: the new manufacturing strategy. Harv Bus Rev 72(1):77–86

    Google Scholar 

  • Hayes RH, Wheelwright SC (1984) Restoring our competitive edge: competing through manufacturing. Wiley, New York

    Google Scholar 

  • Hendricks KB, Singhal VR (1997) Does implementing an effective TQM program actually improve operating performance: empirical evidence from firms that have won quality awards. Manag Sci 43(9):1258–1274

    Google Scholar 

  • Hendricks KB, Singhal VR (2008) The effect of product introduction delays on operating performance. Manag Sci 54(5):878–892

    Google Scholar 

  • Hofstede G (2002) Culture’s consequences: comparing values, behaviors, institutions, and organizations across nations, 2nd edn. Sage Publications, Thousand Oaks

    Google Scholar 

  • Hofstede G, Neuijen B, Ohayv DD, Sanders G (1990) Measuring organizational cultures: a qualitative and quantitative study across twenty cases. Adm Sci Q 35(2):286–316

    Google Scholar 

  • House RJ, Hanges PJ, Javidan M, Dorfman PW, Gupta V (2005) Culture, leadership, and organizations: the GLOBE study of 62 societies. Sage Publications, Thousand Oaks

    Google Scholar 

  • Hwang CL, Yoon KP (1981) Multiple attribute decision making: methods and applications: a state-of-the-art survey. Springer, Berlin/Heidelberg/New York

    Google Scholar 

  • Ittner CD, Larcker DF (1997) The performance effects of process management techniques. Manag Sci 43(4):522–534

    Google Scholar 

  • Jahanshahloo GR, Lotfi FH, Izadikhah M (2006) Extension of the TOPSIS method for decision-making problems with fuzzy data. Appl Math Comput 181(2):1544–1551

    Google Scholar 

  • Jansen JJP, Van den Bosch FAJ, Volberda HB (2005a) Managing potential and realized absorptive capacity: how do organizational antecedents matter? Acad Manag J 48(6):999–1015

    Google Scholar 

  • Jansen JJP, Volberda HB, Van den Bosch FAJ (2005b) Exploratory innovation, exploitative innovation, and ambidexterity: the impact of environmental and organizational antecedents. Schmalenbach Bus Rev 57(4):351–363

    Google Scholar 

  • Jansen JJP, Van den Bosch FAJ, Volberda HB (2006) Exploratory innovation, exploitative innovation, and performance: effects of organizational antecedents and environmental moderators. Manag Sci 52(11):1661–1674

    Google Scholar 

  • Jick TD (1979) Mixing qualitative and quantitative methods: triangulation in action. Adm Sci Q 24(4):602–611

    Google Scholar 

  • Joshi MP, Kathuria R, Porth SJ (2003) Alignment of strategic priorities and performance: an integration of operations and strategic management perspectives. J Oper Manag 21(3):353–369

    Google Scholar 

  • Kaplan B, Duchon D (1988) Combining qualitative and quantitative methods in information systems research: a case study. MIS Q 12(4):571–586

    Google Scholar 

  • Kaplan RS, Norton DP (2008) The execution premium: linking strategy to operations for competitive advantage. Harvard Business Press, Boston

    Google Scholar 

  • Kauffman SA, Weinberger ED (1989) The NK model of rugged fitness landscapes and its application to maturation of the immune response. J Theor Biol 141(2):211–245

    Google Scholar 

  • Ketchen DJ, Hult GTM, Slater SF (2007) Toward greater understanding of market orientation and the resource-based view. Strateg Manag J 28(9):961–964

    Google Scholar 

  • Ketokivi M, Castaner X (2004) Strategic planning as an integrative device. Adm Sci Q 49(3):337–365

    Google Scholar 

  • Kets De Vries MF, Vrignaud P, Agrawal A, Florent-Treacy E (2010) Development and application of the leadership archetype questionnaire. Int J Hum Resour Manag 21(15):2848–2863

    Google Scholar 

  • Kotha S, Swamidass PM (2000) Strategy, advanced manufacturing technology and performance: empirical evidence from US manufacturing firms. J Oper Manag 18(3):257–277

    Google Scholar 

  • Lado AA, Boyd NG, Wright P, Kroll M (2006) Paradox and theorizing within the resource-based view. Acad Manag Rev 31(1):115–131

    Google Scholar 

  • Lapré MA, Van Wassenhove LN (2001) Creating and transferring knowledge for productivity improvement in factories. Manag Sci 47(10):1311–1325

    Google Scholar 

  • Lapré MA, Van Wassenhove LN (2002) Learning across lines: the secret to more efficient factories. Harv Bus Rev 80(10):107–111

    Google Scholar 

  • Lavie D (2006) The competitive advantage of interconnected firms: an extension of the resource-based view. Acad Manag Rev 31(3):638–658

    Google Scholar 

  • Levinthal DA (1997) Adaption on rugged landscapes. Manag Sci 43(7):934–950

    Google Scholar 

  • Levinthal DA, Posen HE (2007) Myopia of selection: does organizational adaptation limit the efficacy of population selection? Adm Sci Q 52(4):586–620

    Google Scholar 

  • Levinthal DA, Warglien M (1999) Landscape design: designing for local action in complex worlds. Organ Sci 10(3):342–357

    Google Scholar 

  • Likert R (1932) A technique for the measurement of attitudes. Arch Psychol 22(140):1–55

    Google Scholar 

  • Loch CH (2008) Mobilizing an R&D organization through strategy cascading. Res Technol Manag 51(5):18–26

    Google Scholar 

  • Loch CH, van der Heyden L, Van Wassenhove LN, Huchzermeier A (2010) Industrial excellence: management quality in manufacturing. Springer, Berlin

    Google Scholar 

  • MacCormack A, Baldwin C, Rusnak J (2010) The architecture of complex systems: do core-periphery structures dominate? Working paper, pp 1–37

    Google Scholar 

  • Makadok R (2001) Toward a synthesis of the resource-based and dynamic-capability views of rent creation. Strateg Manag J 22(5):387–401

    Google Scholar 

  • Malone TW (1987) Modeling coordination in organizations and markets. Manag Sci 33(10):1317–1332

    Google Scholar 

  • March JG (1991) Exploration and exploitation in organizational learning. Organ Sci 2(1):71–87

    Google Scholar 

  • Marsh C (1998) Exploring data: an introduction to data analysis for social scientists. Polity, Cambridge

    Google Scholar 

  • Martín-Peña ML, Diaz-Garrido E (2008) Typologies and taxonomies of operations strategy: a literature review. Manag Res News 31(3):200–218

    Google Scholar 

  • McCutcheon DM, Meredith JR (1993) Conducting case study research in operations management. J Oper Manag 11(3):239–256

    Google Scholar 

  • Mihm J, Loch CH, Huchzermeier A (2003) Problem-solving oscillations in complex engineering projects. Manag Sci 49(6):733–750

    Google Scholar 

  • Mihm J, Loch CH, Wilkinson D, Huberman BA (2010) Hierarchical structure and search in complex organizations. Manag Sci 56(5):831–848

    Google Scholar 

  • Miles MB, Huberman AM (1994) Qualitative data analysis: an expanded sourcebook, 2nd edn. Sage Publications, Thousand Oaks

    Google Scholar 

  • Mintzberg H (1978) Patterns in strategy formation. Manag Sci 24(9):934–948

    Google Scholar 

  • Mintzberg H (1993) The pitfalls of strategic planning. Calif Manag Rev 36(1):32–32

    Google Scholar 

  • Mintzberg H (1994) The fall and rise of strategic planning. Harv Bus Rev 72(1):107–107

    Google Scholar 

  • Mintzberg H, Ahlstrand BW, Lampel J (1998) Strategy safari: a guided tour through the wilds of strategic management. Free Press, New York

    Google Scholar 

  • Mom TJM, Van den Bosch FAJ, Volberda HB (2009) Understanding variation in managers’ ambidexterity: investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organ Sci 20(4):812–828

    Google Scholar 

  • Mosakowski E (1997) Strategy making under causal ambiguity: conceptual issues and empirical evidence. Organ Sci 8(4):414–442

    Google Scholar 

  • Naor M, Linderman K, Schroeder RG (2010) The globalization of operations in Eastern and Western countries: unpacking the relationship between national and organizational culture and its impact on manufacturing performance. J Oper Manag 28(3):194–205

    Google Scholar 

  • Neilson GL, Martin KL, Powers E (2008) The secrets to successful strategy execution. Harv Bus Rev 86(6):60–70

    Google Scholar 

  • Novak S, Eppinger SD (2001) Sourcing by design: product complexity and the supply chain. Manag Sci 47(1):189–204

    Google Scholar 

  • Ogbonna E, Harris LC (2000) Leadership style, organizational culture and performance: empirical evidence from UK companies. Int J Hum Res Manag 11(4):766–788

    Google Scholar 

  • Okhuysen GA, Bechky BA (2009) Coordination in organizations: an integrative perspective. Acad Manag Ann 3(1):463–502

    Google Scholar 

  • Oliva R, Sterman JD (2001) Cutting corners and working overtime: quality erosion in the service industry. Manag Sci 47(7):894–914

    Google Scholar 

  • Oliver C, Holzinger I (2008) The effectiveness of strategic political management: a dynamic capabilities framework. Acad Manag Rev 33(2):496–520

    Google Scholar 

  • Opricovic S, Tzeng GH (2004) Compromise solution by MCDM methods: a comparative analysis of VIKOR and TOPSIS. Eur J Oper Res 156(2):445–455

    Google Scholar 

  • O’Reilly C, Tushman ML (2008) Ambidexterity as a dynamic capability: resolving the innovator’s dilemma. Res Organ Behav 28:185–206

    Google Scholar 

  • Paiva EL, Roth AV, Fensterseifer JE (2008) Organizational knowledge and the manufacturing strategy process: a resource-based view analysis. J Oper Manag 26(1):115–132

    Google Scholar 

  • Papke-Shields KE, Malhotra MK (2001) Assessing the impact of the manufacturing executive’s role on business performance through strategic alignment. J Oper Manag 19(1):5–22

    Google Scholar 

  • Peters ML, Zelewski S (2007) TOPSIS als Technik zur Effizienzanalyse. Wirtschaftswissenschaftliches Studium 36(1):9–15

    Google Scholar 

  • Pitelis CN (2007) A behavioral resource-based view of the firm: the synergy of Cyert and March (1963) and Penrose (1959). Organ Sci 18(3):478–490

    Google Scholar 

  • Porter ME (1979) How competitive forces shape strategy. Harv Bus Rev 57(2):137–145

    Google Scholar 

  • Porter ME (1985) Competitive advantage: creating and sustaining superior performance. Free Press, New York/London

    Google Scholar 

  • Porter ME (1996) What is strategy? Harv Bus Rev 74(6):61–78

    Google Scholar 

  • Porter ME (1998) Competitive strategy: techniques for analyzing industries and competitors. Free Press, New York

    Google Scholar 

  • Prahalad C, Hamel G (1990) The core competence of the corporation. Harv Bus Rev 68(3):79–91

    Google Scholar 

  • Priem RL, Butler JE (2001) Is the resource-based ‘view’ a useful perspective for strategic management research? Acad Manag Rev 26(1):22–40

    Google Scholar 

  • Raisch S, Tushman ML (2011) A dynamic perspective on ambidexterity: structural differentiation and boundary activities. Working paper, pp 1–41

    Google Scholar 

  • Raisch S, Birkinshaw J, Probst G, Tushman ML (2009) Organizational ambidexterity: balancing exploitation and exploration for sustained performance. Organ Sci 20(4):685

    Google Scholar 

  • Reber G, Auer-Rizzi W, Maly M (2004) The behaviour of managers in Austria and the Czech Republic: an intercultural comparison based on the Vroom/Yetton model of leadership and decision making. J East Eur Manag Stud 9(4):411–429

    Google Scholar 

  • Rivkin JW (2000) Imitation of complex strategies. Manag Sci 46(6):824–844

    Google Scholar 

  • Rivkin JW, Siggelkow N (2003) Balancing search and stability: interdependencies among elements of organizational design. Manag Sci 49(3):290–311

    Google Scholar 

  • Rivkin JW, Siggelkow N (2006) Organizing to strategize in the face of interactions: preventing premature lock-in. Long Range Plan 39(6):591–614

    Google Scholar 

  • Rivkin JW, Siggelkow N (2007) Patterned interactions in complex systems: implications for exploration. Manag Sci 53(7):1068–1085

    Google Scholar 

  • Rother M, Harris R (2001) Creating continuous flow: an action guide for managers, engineers and production associates. Lean Enterprise Institute, Brookline and Mass

    Google Scholar 

  • Sakakibara S, Flynn BB, Schroeder RG, Morris WT (1997) The impact of just-in-time manufacturing and its infrastructure on manufacturing performance. Manag Sci 43(9):1246–1257

    Google Scholar 

  • Samson D, Terziovski M (1999) The relationship between total quality management practices and operational performance. J Oper Manag 17(4):393–409

    Google Scholar 

  • Schein EH (1992) Organizational culture and leadership, 2nd edn. Jossey-Bass, San Francisco

    Google Scholar 

  • Schneider SC, De Meyer A (1991) Interpreting and responding to strategic issues: the impact of national culture. Strateg Manag J 12(4):307–320

    Google Scholar 

  • Schroeder RG, Anderson JC, Cleveland G (1986) The content of manufacturing strategy: an empirical study. J Oper Manag 6(3–4):405–415

    Google Scholar 

  • Schroeder RG, Bates KA, Junttila MA (2002) A resource-based view of manufacturing strategy and the relationship to manufacturing performance. Strateg Manag J 23(2):105–117

    Google Scholar 

  • Shaw D, Edwards JS (2006) Manufacturing knowledge management strategy. Int J Prod Res 44(10):1907–1925

    Google Scholar 

  • Siggelkow N (2007) Persuasion with case studies. Acad Manag J 50(1):20

    Google Scholar 

  • Siggelkow N, Rivkin JW (2005) Speed and search: designing organizations for turbulence and complexity. Organ Sci 16(2):101–122

    Google Scholar 

  • Simon HA (1962) The architecture of complexity. Proc Am Philos Soc 106(6):467–482

    Google Scholar 

  • Skinner W (1969) Manufacturing–missing link in corporate strategy. Harv Bus Rev 47(3):136–145

    Google Scholar 

  • Skinner W (1974) The focused factory. Harv Bus Rev 52(3):113–121

    Google Scholar 

  • Skinner W (2007) Manufacturing strategy: the story of its evolution. J Oper Manag 25(2):328–335

    Google Scholar 

  • Slack N, Chambers S, Johnston R (2010) Operations management, 6th edn. Pearson, Harlow

    Google Scholar 

  • Smet AD, Lavoie J, Schwartz Hioe E (2012) Developing better change leaders. McKinsey Q (2):1–6

    Google Scholar 

  • Smith AD, Plowman DA, Duchon D, Quinn AM (2009) A qualitative study of high-reputation plant managers: political skill and successful outcomes. J Oper Manag 27(7):428–443

    Google Scholar 

  • Sorenson O, Rivkin JW, Fleming L (2006) Complexity, networks and knowledge flow. Res Policy 35(7):994–1017

    Google Scholar 

  • Sterman JD (2001) System dynamics modeling: tools for learning in a complex world. Calif Manag Rev 43(4):8–25

    Google Scholar 

  • Sterman JD, Repenning NP, Kofman F (1997) Unanticipated side effects of successful quality programs: exploring a paradox of organizational improvement. Manag Sci 43(4):503–521

    Google Scholar 

  • Sting FJ, Loch CH (2011) Balancing delegation and coordination in operations strategy implementation. Working paper, pp 1–33

    Google Scholar 

  • Sting FJ, Mihm J, Loch CH (2011) Collaborative search. Working paper, pp 1–31

    Google Scholar 

  • Swamidass PM, Darlow N, Baines T (2001) Evolving forms of manufacturing strategy development: evidence and implications. Int J Oper Prod Manag 21(10):1289–1304

    Google Scholar 

  • Teece DJ, Pisano GP, Shuen A (1997) Dynamic capabilities and strategic management. Strateg Manag J 18(7):509–533

    Google Scholar 

  • Tellis W (1997a) Application of a case study methodology. Qual Rep 3(3):1–17

    Google Scholar 

  • Tellis W (1997b) Introduction to case study. Qual Rep 3(2):1–11

    Google Scholar 

  • Tennant C, Roberts P (2001a) Hoshin Kanri: a tool for strategic policy deployment. Knowl Process Manag 8(4):262–269

    Google Scholar 

  • Tennant C, Roberts P (2001b) Hoshin Kanri: implementing the catchball process. Long Range Plan 34(3):287–308

    Google Scholar 

  • Terwiesch C, Loch CH, Meyer Ad (2002) Exchanging preliminary information in concurrent engineering: alternative coordination strategies. Organ Sci 13(4):402–419

    Google Scholar 

  • Terziovski M, Samson D (1999) The link between total quality management practice and organisational performance. Int J Qual Reliab Manag 16(3):226–237

    Google Scholar 

  • Trompenaars F, Hampden-Turner C (2008) Riding the waves of culture: understanding cultural diversity in business, 2nd edn. Brealey, London

    Google Scholar 

  • Tufte ER (2009) The visual display of quantitative information, 2nd edn. Graphics Press, Cheshire

    Google Scholar 

  • Van den Ende J, Deichmann D (2010) Learning from initiative taking. Working paper, pp 1–43

    Google Scholar 

  • van Maanen J, Sorensen JB, Mitchell TR (2007) Introduction to special topic forum the interplay between theory and method. Acad Manag Rev 32(4):1145–1154

    Google Scholar 

  • Venkatraman N (1989) The concept of fit in strategy research: toward verbal and statistical correspondence. Acad Manag Rev 14(3):423–444

    Google Scholar 

  • Venkatraman N, Camillus JC (1984) Exploring the concept of ‘fit’ in strategic management. Acad Manag Rev 9(3):513–525

    Google Scholar 

  • Verbeeten FHM, Boons ANAM (2009) Strategic priorities, performance measures and performance: an empirical analysis in Dutch firms. Eur Manag J 27(2):113–128

    Google Scholar 

  • Vereecke A, Van Dierdonck R, De Meyer A (2006) A typology of plants in global manufacturing networks. Manag Sci 52(11):1737–1750

    Google Scholar 

  • Wageman R (2001) How leaders foster self-managing team effectiveness: design choices versus hands-on coaching. Organ Sci 12(5):559–577

    Google Scholar 

  • Wernerfelt B (1984) A resource-based view of the firm. Strateg Manag J 5(2):171–180

    Google Scholar 

  • Wheelwright SC, Hayes RH (1985) Competing through manufacturing. Harv Bus Rev 63(1):99–109

    Google Scholar 

  • Winter SG, Cattani G, Dorsch A (2007) The value of moderate obsession: insights from a new model of organizational search. Organ Sci 18(3):403–419

    Google Scholar 

  • Witcher BJ, Butterworth R (1999) Hoshin Kanri: how Xerox manages. Long Range Plan 32(3):323–332

    Google Scholar 

  • Witcher BJ, Butterworth R (2001) Hoshin Kanri: policy management in Japanese-owned UK subsidiaries. J Manag Stud 38(5):651–674

    Google Scholar 

  • Wooldridge B, Floyd SW (1990) The strategy process, middle management involvement, and organizational performance. Strateg Manag J 11(3):231–241

    Google Scholar 

  • Yauch CA, Steudel HJ (2002) Cellular manufacturing for small businesses: key cultural factors that impact the conversion process. J Oper Manag 20(5):593–617

    Google Scholar 

  • Yauch CA, Steudel HJ (2003) Complementary use of qualitative and quantitative cultural assessment methods. Organ Res Method 6(4):465

    Google Scholar 

  • Yin RK (2003) Case study research: design and methods, 3rd edn. Sage Publications, Thousand Oaks

    Google Scholar 

  • Yukl GA (1989) Managerial leadership: a review of theory and research. J Manag 15(2):251–289

    Google Scholar 

  • Yukl GA (2006) Leadership in organizations, 6th edn. Pearson Prentice Hall, Upper Saddle River

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Paderborn, Germany

    Maik Schlickel

Authors
  1. Maik Schlickel
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2013 Springer-Verlag Berlin Heidelberg

About this chapter

Cite this chapter

Schlickel, M. (2013). The Effect of Leadership Style on Strategy Cascading. In: Strategy Deployment in Business Units. Contributions to Management Science. Physica, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-33621-8_5

Download citation

Publish with us

Policies and ethics

Search

Navigation