Leadership behaviours as ongoing negotiations and their effects on knowledge and innovation capabilities in alliances

Schweitzer, J; Gudergan, S

Leadership behaviours as ongoing negotiations and their effects on knowledge and innovation capabilities in alliances

Schweitzer, J

Gudergan, S

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Publication Type:: Journal Article
Citation:: International Journal of Knowledge Management Studies, 2010, 4 (2), pp. 176 - 197
Issue Date:: 2010-01-01

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Field	Value	Language
dc.contributor.author	Schweitzer, J https://orcid.org/0000-0002-3145-721X	en_US
dc.contributor.author	Gudergan, S	en_US
dc.date.issued	2010-01-01	en_US
dc.identifier.citation	International Journal of Knowledge Management Studies, 2010, 4 (2), pp. 176 - 197	en_US
dc.identifier.issn	1743-8268	en_US
dc.identifier.uri	http://hdl.handle.net/10453/14044
dc.description.abstract	In this paper, we examine ongoing negotiations in alliances through the lens of leadership behaviours. We integrate the leadership literature with the dynamic capability view of the firm to explain the effects of different leadership behaviours on the development of knowledge and innovation capabilities in strategic alliances. We propose that transformational and servant leadership behaviour supports the development of dynamic capabilities, whereas transactional leadership behaviour supports the maintenance of operational capabilities. We formulate propositions outlining the theoretical relationships between transformational, transactional and servant leadership behaviours and entrepreneurship as the antecedents of dynamic and operational capabilities within alliance teams. We discuss the consequences for management theory and practice and suggest future research avenues. Copyright © 2010 Inderscience Enterprises Ltd.	en_US
dc.relation.ispartof	International Journal of Knowledge Management Studies	en_US
dc.relation.isbasedon	10.1504/IJKMS.2010.030791	en_US
dc.title	Leadership behaviours as ongoing negotiations and their effects on knowledge and innovation capabilities in alliances	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	4	en_US
utslib.for	150312 Organisational Planning and Management	en_US
utslib.for	0806 Information Systems	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1702 Cognitive Sciences	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	4	en_US

Abstract:

In this paper, we examine ongoing negotiations in alliances through the lens of leadership behaviours. We integrate the leadership literature with the dynamic capability view of the firm to explain the effects of different leadership behaviours on the development of knowledge and innovation capabilities in strategic alliances. We propose that transformational and servant leadership behaviour supports the development of dynamic capabilities, whereas transactional leadership behaviour supports the maintenance of operational capabilities. We formulate propositions outlining the theoretical relationships between transformational, transactional and servant leadership behaviours and entrepreneurship as the antecedents of dynamic and operational capabilities within alliance teams. We discuss the consequences for management theory and practice and suggest future research avenues. Copyright © 2010 Inderscience Enterprises Ltd.

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http://hdl.handle.net/10453/14044