Examining the role of institutions in strategic leadership structures using configurational analysis
This work extends prior work from the culturalist approach and the institutional theorists and aims to gain a better understanding of how nation-level institutions influence strategic leadership structures across countries. Specifically, it explores the effects of national contexts on strategic leadership structures across the globe. CEO centrality and TMT interdependence as two dimensions central to strategic leadership structures. Using configurations of informal and formal institutions as paths to leadership centrality and TMT interdependence, the combinations of institutions shaping cross-national variation in this leadership centrality and TMT interdependence are examined. The empirical analysis was conducted using data on 511 firms in 26 countries. We use fsQCA to undertake empirical analysis and provide insights on the configurations of several institutions that the degree of leadership centrality and TMT interdependence depends on. Results show that national institutions have considerable influence on strategic leadership structures. The degree of leadership centrality and TMT interdependence tend to give rise to CEO-centric or TMT-focused strategic leadership structures.
|Persistent URL||dx.doi.org/10.5465/AMBPP.2018.102, hdl.handle.net/1765/110992|
|Conference||78th Annual Meeting of the Academy of Management, AOM 2018|
Olie, R.L, & Rao-Nicholson, R. (Rekha). (2018). Examining the role of institutions in strategic leadership structures using configurational analysis. In 78th Annual Meeting of the Academy of Management, AOM 2018. doi:10.5465/AMBPP.2018.102