Abstract
Design/methodology/approach – The paper is grounded on a conceptual theory of molecular structuring inside organizations. The authors then investigate CEOs’ leadership roles. For this purpose a long established Singapore perceptual database of corporate productivity practices is utilized. Two contrasting samples (N ¼ 65) of high and low adaptability manufacturing firms are obtained. Statistical technique of Pearson product correlation yields intriguing, contrasting patterns of findings. On the basis of these results, we then discuss the roles of CEOs in highly adaptive versus lowly adaptive manufacturing firms.
Findings – The results are seen through the lenses of molecular structuring of organizations suggest a sharp contrast in the nature of the roles of CEOs. In organizations that are highly adaptive, there is much closer interactions. In the lowly adaptive, CEOs seem uninvolved, staying aloof from core operations of their firms.
Research limitations/implications – Since, the contrasting samples are from within the manufacturing sector, these insights are particularly relevant to China as a global manufacturing centre.
Originality/value – This is the first paper of its kind to empirically validate the prescriptions of Lao Tzu, the ancient Chinese sage and author of the 2,500 years old Tao Te Ching.
Keywords Chief executives, Leadership, Organizational change, Manufacturing industries, China
Paper type Research paper
| Original language | English |
|---|---|
| Pages (from-to) | 6-24 |
| Number of pages | 19 |
| Journal | Chinese Management Studies |
| Volume | 1 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 2007 |
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Keywords
- chief executives
- leadership
- organizational change
- manufacturing industries
- China
Cite this
}
Molecular structural firm adaptations to environments : empirical Tao of the CEO. / Foo, Check-Teck ; Mckiernan, Peter.
In: Chinese Management Studies, Vol. 1, No. 1, 2007, p. 6-24.Research output: Contribution to journal › Article
TY - JOUR
T1 - Molecular structural firm adaptations to environments
T2 - empirical Tao of the CEO
AU - Foo, Check-Teck
AU - Mckiernan, Peter
PY - 2007
Y1 - 2007
N2 - Purpose – The purpose of this paper is to investigate CEOs as leaders in manufacturing organizations. The focus is on the roles of CEOs in organizational adaptations to changing and continuously evolving external environments.Design/methodology/approach – The paper is grounded on a conceptual theory of molecular structuring inside organizations. The authors then investigate CEOs’ leadership roles. For this purpose a long established Singapore perceptual database of corporate productivity practices is utilized. Two contrasting samples (N ¼ 65) of high and low adaptability manufacturing firms are obtained. Statistical technique of Pearson product correlation yields intriguing, contrasting patterns of findings. On the basis of these results, we then discuss the roles of CEOs in highly adaptive versus lowly adaptive manufacturing firms.Findings – The results are seen through the lenses of molecular structuring of organizations suggest a sharp contrast in the nature of the roles of CEOs. In organizations that are highly adaptive, there is much closer interactions. In the lowly adaptive, CEOs seem uninvolved, staying aloof from core operations of their firms.Research limitations/implications – Since, the contrasting samples are from within the manufacturing sector, these insights are particularly relevant to China as a global manufacturing centre.Originality/value – This is the first paper of its kind to empirically validate the prescriptions of Lao Tzu, the ancient Chinese sage and author of the 2,500 years old Tao Te Ching.Keywords Chief executives, Leadership, Organizational change, Manufacturing industries, ChinaPaper type Research paper
AB - Purpose – The purpose of this paper is to investigate CEOs as leaders in manufacturing organizations. The focus is on the roles of CEOs in organizational adaptations to changing and continuously evolving external environments.Design/methodology/approach – The paper is grounded on a conceptual theory of molecular structuring inside organizations. The authors then investigate CEOs’ leadership roles. For this purpose a long established Singapore perceptual database of corporate productivity practices is utilized. Two contrasting samples (N ¼ 65) of high and low adaptability manufacturing firms are obtained. Statistical technique of Pearson product correlation yields intriguing, contrasting patterns of findings. On the basis of these results, we then discuss the roles of CEOs in highly adaptive versus lowly adaptive manufacturing firms.Findings – The results are seen through the lenses of molecular structuring of organizations suggest a sharp contrast in the nature of the roles of CEOs. In organizations that are highly adaptive, there is much closer interactions. In the lowly adaptive, CEOs seem uninvolved, staying aloof from core operations of their firms.Research limitations/implications – Since, the contrasting samples are from within the manufacturing sector, these insights are particularly relevant to China as a global manufacturing centre.Originality/value – This is the first paper of its kind to empirically validate the prescriptions of Lao Tzu, the ancient Chinese sage and author of the 2,500 years old Tao Te Ching.Keywords Chief executives, Leadership, Organizational change, Manufacturing industries, ChinaPaper type Research paper
KW - chief executives
KW - leadership
KW - organizational change
KW - manufacturing industries
KW - China
U2 - 10.1108/17506140710735436
DO - 10.1108/17506140710735436
M3 - Article
VL - 1
SP - 6
EP - 24
JO - Chinese Management Studies
JF - Chinese Management Studies
SN - 1750-614X
IS - 1
ER -