Chargement de la carte…

Date / Heure
Date(s) - 23/01/2017
12 h 15 min - 14 h 00 min

Emplacement
HEC Montréal

Salle/room: TD Assurance Meloche Monnex (1er étage section verte, first floor green section)

Résumé/abstract:

The upper echelon literature tends to address two major themes: the efficacy of the CEO or the composition of the TMT.  With few exceptions, little research has systematically examined both together – the actual, internal interactions between the CEO and the team. Thus, these dynamics remain part of ‘the proverbial black box’ (Hambrick, 2007). This study addresses the call to reveal and explain the social processes within top management teams (TMTs). Drawing on video ethnographic data of two TMTs, we compare and contrast the patterns of interactions between the TMT members and their leaders when they discuss diverse strategic issues in multiple meetings in the context of strategic organizational change. Our preliminary findings show that the statuses of TMT leaders shape the tactics they use to influence the team members in their discussions. These tactics and team members’ responses to these tactics further influence the teams’ behavioral outcomes (team behavioral integration vs. fragmentation), task outcomes (whether they could make the decisions and/or the kinds of decisions made), and team leaders’ loss of credibility and effectiveness. »

Bio:

Dr. Feng Liu is an Assistant Professor of Strategy at the Sobey School of Business, Saint Mary’s University, Canada. She received her PhD in Business Administration from the University of British Columbia. Feng’s research interests focus on board team and top management team strategizing activities and emotion in organizations. She published one of the first video-ethnographic studies in strategic management (Liu & Maitlis, 2014, Journal of Management Studies) and has a paper in press which proposes and explains a participatory approach to the use of video ethnography in organizational studies (Jarrett & Liu, in press, Organizational Research Methods).

Co-author’s bio:

Michael Jarrett is a Senior Affiliate Professor of Organisational Behaviour at INSEAD, Singapore.  He received his PhD in Organizational Behaviour at Cranfield School of Management in the UK.  His current research focus is on leading change. In particular, he is interested in examining the role of the leadership, the change process, non-conscious dynamics and how social actors contest space along with their effects on organisational outcomes.  He has a range of publications including management books—Changeability: Why some companies are ready for change – and other aren’t (Financial Times Press)—to more recent articles under press in Organizational Research Methods (Jarrett & Liu)