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Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises?

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Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises? : A case study of leadership branding. / Hodges, J.; Martin, G.

In: International Journal of Human Resource Management, Vol. 23, No. 18, 2012, p. 3794-3812.

Research output: Contribution to journalArticle

Harvard

Hodges, J & Martin, G 2012, 'Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises?: A case study of leadership branding' International Journal of Human Resource Management, vol 23, no. 18, pp. 3794-3812.

APA

Hodges, J., & Martin, G. (2012). Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises?: A case study of leadership branding. International Journal of Human Resource Management, 23(18), 3794-3812doi: 10.1080/09585192.2011.654235

Vancouver

Hodges J, Martin G. Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises?: A case study of leadership branding. International Journal of Human Resource Management. 2012;23(18):3794-3812.

Author

Hodges, J.; Martin, G. / Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises? : A case study of leadership branding.

In: International Journal of Human Resource Management, Vol. 23, No. 18, 2012, p. 3794-3812.

Research output: Contribution to journalArticle

Bibtex - Download

@article{b52aa76951704c0c897644db2c1c8c75,
title = "Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises?",
author = "J. Hodges and G. Martin",
year = "2012",
volume = "23",
number = "18",
pages = "3794--3812",
journal = "International Journal of Human Resource Management",
issn = "0958-5192",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - Can leadership identity reconstruction help resolve the integration-responsiveness problem in multinational enterprises?

T2 - A case study of leadership branding

A1 - Hodges,J.

A1 - Martin,G.

AU - Hodges,J.

AU - Martin,G.

PY - 2012

Y1 - 2012

N2 - Drawing on the precepts of identity theory, leadership branding has been proposed as a new approach to transforming the impact of leaders in organizations by developing a shared understanding of leadership. Recently, researchers have attempted to develop identity theory to explain how leadership is co-constructed in organizations through the process of making and granting legitimacy claims by leaders and followers over time. However, there has been no empirical evidence to-date to support this application of identity theory to leadership in an actual setting. In this paper, we provide such evidence by drawing on data from a longitudinal case study of leadership branding in a UK based multinational enterprise (MNE). Our findings support the claims that successful identity construction help explain this process and that a leadership-structure schema which emphasizes shared values can assist in resolving integration-responsiveness problems in MNEs.

AB - Drawing on the precepts of identity theory, leadership branding has been proposed as a new approach to transforming the impact of leaders in organizations by developing a shared understanding of leadership. Recently, researchers have attempted to develop identity theory to explain how leadership is co-constructed in organizations through the process of making and granting legitimacy claims by leaders and followers over time. However, there has been no empirical evidence to-date to support this application of identity theory to leadership in an actual setting. In this paper, we provide such evidence by drawing on data from a longitudinal case study of leadership branding in a UK based multinational enterprise (MNE). Our findings support the claims that successful identity construction help explain this process and that a leadership-structure schema which emphasizes shared values can assist in resolving integration-responsiveness problems in MNEs.

UR - http://eprints.gla.ac.uk/43711/

U2 - 10.1080/09585192.2011.654235

DO - 10.1080/09585192.2011.654235

M1 - Article

JO - International Journal of Human Resource Management

JF - International Journal of Human Resource Management

SN - 0958-5192

IS - 18

VL - 23

SP - 3794

EP - 3812

ER -

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