Developing a lay model of managerial effectiveness: a social constructionist perspective

Article Abstract:

This study uses repertory grid interviews and a follow-up questionnaire study to develop a 'lay' theory of managerial effectiveness in a large New Zealand public sector organization. The lay theory is presented as a model with seventeen scales and two factors descriptive of effective and ineffective managers in the organization. The two factors indicate that effective and ineffective managers in the department are differentiated in terms of their conceptual, and interpersonal abilities. The effectiveness model shows strong similarity to models of effective management which have emerged in research outside new Zealand. This similarity is of particular interest given the context-specific nature of the study. The paper outlines the method used in the study, describes the key findings and discusses their implications for our understanding of managerial effectiveness. (Reprinted by permission of the publisher.)

Executives, Executive ability

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Division headquarters go abroad - a step in the internationalization of the multinational corporation

Article Abstract:

Why are division headquarters of multinational corporations in some cases located abroad? In the multinational corporation the physical location of division headquarters is a problematic issue because of the need for close links both to corporate headquarters and the foreign subsidiaries. This paper develops a model explaining this location as a consequence of power relations associated with the internationalization of the corporation and tests it on a sample of divisions of Swedish multinationals. The results support the view that power relations have an impact on location of division headquarters. One interesting result is the clear indication of countervailing forces, consisting of an attraction force of foreign dominant subsidiaries and a resisting force related to the interests of corporate headquarters. (Reprinted by permission of the publisher.)

International business enterprises, Multinational corporations, Location, Industrial locations, Industrial location

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Consensus-performance research: theoretical and empirical extensions

Article Abstract:

Research on the consensus-performance relationship has typically used correlational data to examine the simple, bivariate relationship between top management team consensus and firm performance. The results of this research are equivocal. Recent theoretical work, however, suggests a number of 'third variables' that may provide additional insight into the consensus-performance relationship through the 'process of elaboration.' This paper presents theoretical models, based on recent theory building, that may be appropriate for incorporating these additional variables in future research. (Reprinted by permission of the publisher.)

Social science research, Consensus (Social sciences)

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