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The Function Of Narrative In Leadership: Theoretical Foundations And Empirical Evidence, Michael S. Carriger
The Function Of Narrative In Leadership: Theoretical Foundations And Empirical Evidence, Michael S. Carriger
WCBT Faculty Publications
This research is focused on the differential impacts of narrative and facts and figures on the understanding of corporate strategy or competitive advantage. In this way a theoretical (philosophical) foundation can be laid for narrative and the understanding of corporate strategy. Additionally, much needed theoretically sound, empirical validation can be offered for the use of narrative and storytelling by leaders within organizations as a means of creating, disseminating,and executing strategy. Employing a model derived from the tension between modern and post-modern thinking about the nature of ideas and concepts a conceptual framework is offered to try to explain the possible …
International Clustering And Foreign Subsidiary Performance, Jing'an Tang
International Clustering And Foreign Subsidiary Performance, Jing'an Tang
WCBT Faculty Publications
The article discusses the development and testing of a network-based model of international clustering and foreign subsidiary performance in an attempt to determine how multinational companies (MNC) enter a foreign country to build their own foreign cluster. It focuses on the foreign peer network (FPN) to incorporate both the social and economic interactions within a cluster. An FPN is described as a set of social and economic relations among a group of foreign subsidiaries that are from the same home country and run same or similar businesses within a common geographic area in the host country. The initial condition of …
Narrative Vs. Powerpoint: For Leaders, It May Not Be A Matter Of Fact, Michael S. Carriger
Narrative Vs. Powerpoint: For Leaders, It May Not Be A Matter Of Fact, Michael S. Carriger
WCBT Faculty Publications
This paper aims to argue that narratives, skillfully deployed by senior leaders in an organization, can be a very effective tool for creating, disseminating and executing corporate strategy. The paper presents a model for narrative use by leaders and a practical guide to implementing the model. Preliminary and anecdotal data are presented to substantiation a case for leaders' use of narrative as an alternative means for conveying corporate strategy. Implications for the practical use of narratives by leaders are explored by this paper.