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Executive team consensus-based perspective of organization evolution

机译：执行团队基于共识的组织演化视角

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Purpose: Executive leadership plays a crucial role in initiating, shaping and directing strategic reorientations. But it must somehow mediate between forces of inertia and fundamental changes. This paper aims to address the unresolved paradox: how do executives address these conflicting demands? Design/methodology/approach: This paper aims to interweave two streams of seminal research in organizational evolution and organizational culture to develop a typology of strategic reorientations. The four types of strategic reorientations are illustrated with the help of published cases and biographies of CEOs, mostly of high visibility international companies such as Heineken, Burger King and Starbucks. Findings: Combinations of high and low levels of executive team consensus on its external adaptation tasks and on its internal integration tasks provoke four different types of strategic reorientations: chaotic, negotiated, muted and promising. Research limitations/implications: Until appropriate methods of empirical research can be found to test this framework, one has to rely on some anecdotal support as preliminary and cursory evidence. This study can inform a wide body of research which incorrectly suggested that consensus among executives during strategic reorientation has a unidirectional, positive impact on organizational performance. Directions to explore how top executives may develop ambidextrous leadership are suggested. Practical implications: Seeking high growth, executive teams must have a good mix of managerial and entrepreneurial cognitions. Therefore, executives having dissimilar skills and backgrounds should be inducted in the team periodically, instead of hiring hurriedly at the eleventh hour. Otherwise, the new executives may contribute too high or too low levels of consensus of each type needed for optimal strategic reorientation. Social implications: The paper has not attempted this aspect. Originality/value: This paper contributes a novel framework that combines two streams of seminal research, which, each by itself, would not sufficiently address the unresolved executive paradox.
机译：目的：高管领导层在启动，制定和指导战略调整中起着至关重要的作用。但是它必须以某种方式在惯性力和根本性变化之间进行调解。本文旨在解决尚未解决的悖论：高管如何解决这些矛盾的需求？设计/方法论/方法：本文旨在将组织发展和组织文化方面的两个开创性研究交织在一起，以发展战略重新定位的类型。借助公开发表的CEO案例和传记对四种类型的战略重新定位进行了说明，这些案例和简历大多来自知名度很高的国际公司，如喜力，汉堡王和星巴克。调查结果：高管团队在外部适应任务和内部整合任务上达成的共识的高低组合，引发了四种不同类型的战略调整：混乱，谈判，沉默和有希望。研究的局限性/意义：在找到合适的经验研究方法来测试该框架之前，必须依靠一些轶事支持作为初步的粗略证据。这项研究可以为广泛的研究提供信息，这些研究错误地暗示了在战略调整过程中高管之间的共识对组织绩效具有单方面的积极影响。建议方向，以探索高层管理人员如何发展敏捷的领导能力。实际意义：寻求高增长，执行团队必须具有良好的管理和企业家认知组合。因此，应定期邀请具有不同技能和背景的高管加入团队，而不是在第11个小时急忙招聘。否则，新高管对最佳战略调整所需的每种类型的共识可能贡献过高或过低。社会影响：本文尚未尝试此方面。原创性/价值：本文提供了一个新颖的框架，该框架结合了两个开创性的研究流，每个研究流本身都不足以解决未解决的行政悖论。

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