An Expanded Model of Distributed Leadership in Organizational Knowledge Creation

被引：35
作者：
Cannatelli, Benedetto [1 ,2 ]
Smith, Brett [3 ,4 ]
Giudici, Alessandro [5 ]
Jones, Jessica [6 ,7 ]
Conger, Michael [8 ]
机构：
[1] Univ Cattolica Sacro Cuore, Milan, Italy
[2] Univ Cattolica Sacro Cuore, ALTIS, Postgrad Sch Business & Soc, Milan, Italy
[3] Miami Univ, Inst Entrepreneurship, Oxford, OH 45056 USA
[4] Miami Univ, Ctr Social Entrepreneurship, Oxford, OH 45056 USA
[5] City Univ London, Cass Business Sch, Strategy Grp, London, England
[6] Univ Colorado, Sch Management, Boulder, CO 80309 USA
[7] Miami Univ, Page Ctr Entrepreneurship, Oxford, OH 45056 USA
[8] Miami Univ, Entrepreneurship, Farmer Sch Business, Oxford, OH 45056 USA
来源：
LONG RANGE PLANNING | 2017年 / 50卷 / 05期
关键词：
SHARED LEADERSHIP; THEORETICAL DEVELOPMENT; DYNAMIC THEORY; MANAGEMENT; IDENTITY; TEAMS; PERFORMANCE; STRATEGY; IMPACT; FUTURE;
D O I：
10.1016/j.lrp.2016.10.002
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
Based on a three-year qualitative, longitudinal case study of a social venture partnership, we extend the understanding of distributed leadership in organizational knowledge creation. We develop an expanded model of distributed leadership that identifies the antecedents, different forms, and enablers of distributed leadership in knowledge creation. Our findings move beyond a static and monolithic understanding of distributed leadership to illustrate how an expanded model informs the situational leadership framework and spiral of knowledge creation across an organization's hierarchy and boundary in the context of social entrepreneurship. (C) 2016 Elsevier Ltd. All rights reserved.
引用
收藏
页码：582 / 602
页数：21
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