Effective leadership talent tends to seek autonomous opportunities to achieve positive financial results within a profit-seeking organization. This study shows that a guided autonomy, driven by self-interest and augmented by resource complementarity in a network based production environment, accelerates the process of achieving profitable growth. Entities external to the organization can contribute to a balanced self-interest. For example, the corporate center can contribute to continuous growth by temporarily incubating growth opportunities, by sharing related resources between businesses, and by helping business units to select initiatives based on the long-term strategic plan for the firm. Even so, the corporate center must guide the organization balancing constraints and autonomy to leverage the growth benefits from self-interest. In this article a mixed method was used to collect data from an organization that successfully achieved growth during a significant transformational event. By paying attention to self-interest, leadership can leverage a powerful force in organizations. Conversely, neglecting it can result in failure to meet objectives.
| Published in | Journal of Public Policy and Administration (Volume 2, Issue 4) |
| DOI | 10.11648/j.jppa.20180204.14 |
| Page(s) | 65-70 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2018. Published by Science Publishing Group |
Autonomy, Capital, Lateral Integrative Mechanisms, Financial Algorithm, Corporate Guidance
| [1] | Thompson, E. (2007). Mind in life: Biology, phenomenology, and the sciences of the mind. Cambridge, MA: The Belknap Press of Harvard University Press. |
| [2] | Varela, F. J., Thompson, E., & Roach, E. (1993). The embodied mind. Cambridge, MA: MIT Press. |
| [3] | Lovas, B., & Ghoshal, S. (2000). Strategy as guided evolution. Strategic Management Journal, 21, 875-896. |
| [4] | Eisenhardt, K. M., & Galunic, D. (2000). Coevolving: At last, a way to make synergies work. Harvard Business Review, 78 (January-February), 91-101. |
| [5] | Martin, J. A., & Eisenhardt, K. M. (2001). Exploring cross-business synergies. Academy of Management Proceedings & Membership Directory, H1-H6. |
| [6] | Hill, C. W. L., Hitt, M. A., & Hoskisson, R. E. (1992). Cooperative versus competitive structures in related and unrelated diversified firms. Organizational Science, 3 (4), 501-521. |
| [7] | Ansari, S., Schouten, M., & Verwaal, E. (2006). Unlocking synergies between business units: Internal value creation at Royal Vopak. Strategic Change, 15 (7‐8), 353-360. |
| [8] | Galunic, D., & Eisenhardt, K. M. (1996). The evolution of intracorporate domains: Divisional charter losses in high technology, multidivisional corporations. Organization Science, 7, 255-282. |
| [9] | Martin, J. (2002). Cross-business synergies: recombination, modularity, and the multi-business team. Dissertation, Stanford University. |
| [10] | De Jaegher, H., & Di Paolo, E. (2007). Participatory sensemaking: An enactive approach to social cognition. Phenomenology and the Cognitive Sciences, 6, 485-507. |
| [11] | De Jaegher, H., & Di Paolo, E. (2008). Making sense in participation: An enactive approach to social cognition. In F. Morganti, A. Carassa, & G. Riva (Eds.), Enacting intersubjectivity: A cognitive and social perspective to the study of interactions. Amsterdam, The Netherlands: IOS Press. |
| [12] | Anand, B. N. (2005). Strategies of Related Diversification. Harvard Business School Cases, 1. |
| [13] | Collins, D. J., & Montgomery, C. A. (2005). Corporate strategy: A resource-based approach (2nd ed.). New York, NY: Irwin McGraw-Hill. |
| [14] | Goold, M., & Campbell, A. (2002). Designing effective organizations: How to create structured networks. San Francisco, CA: Josey-Bass. |
| [15] | Hill, C., & Jones, G. (2007). Strategy management – An integrated approach (7th ed.). Boston, MA: Houghton Mifflin Company. |
| [16] | Bartlett, C. A., & Ghoshal, S. (1998). The individualized corporation: A fundamentally new approach to management. |
| [17] | Baum, J. A. (1999). Whole-part coevolutionary competition in organizations. Variations in Organization Science, 113-135. |
| [18] | Kauffman, S. (1995). At home in the universe: The search for the laws of self-organization and complexity. Oxford University Press. |
APA Style
Joel Bigley. (2018). Self-Interest in a Global Enterprise. Journal of Public Policy and Administration, 2(4), 65-70. https://doi.org/10.11648/j.jppa.20180204.14
ACS Style
Joel Bigley. Self-Interest in a Global Enterprise. J. Public Policy Adm. 2018, 2(4), 65-70. doi: 10.11648/j.jppa.20180204.14
Share This Article
Twitter
Linked In
Facebook
Copy
Download@article{10.11648/j.jppa.20180204.14,
author = {Joel Bigley},
title = {Self-Interest in a Global Enterprise},
journal = {Journal of Public Policy and Administration},
volume = {2},
number = {4},
pages = {65-70},
doi = {10.11648/j.jppa.20180204.14},
url = {https://doi.org/10.11648/j.jppa.20180204.14},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jppa.20180204.14},
abstract = {Effective leadership talent tends to seek autonomous opportunities to achieve positive financial results within a profit-seeking organization. This study shows that a guided autonomy, driven by self-interest and augmented by resource complementarity in a network based production environment, accelerates the process of achieving profitable growth. Entities external to the organization can contribute to a balanced self-interest. For example, the corporate center can contribute to continuous growth by temporarily incubating growth opportunities, by sharing related resources between businesses, and by helping business units to select initiatives based on the long-term strategic plan for the firm. Even so, the corporate center must guide the organization balancing constraints and autonomy to leverage the growth benefits from self-interest. In this article a mixed method was used to collect data from an organization that successfully achieved growth during a significant transformational event. By paying attention to self-interest, leadership can leverage a powerful force in organizations. Conversely, neglecting it can result in failure to meet objectives.},
year = {2018}
}
TY - JOUR T1 - Self-Interest in a Global Enterprise AU - Joel Bigley Y1 - 2018/12/25 PY - 2018 N1 - https://doi.org/10.11648/j.jppa.20180204.14 DO - 10.11648/j.jppa.20180204.14 T2 - Journal of Public Policy and Administration JF - Journal of Public Policy and Administration JO - Journal of Public Policy and Administration SP - 65 EP - 70 PB - Science Publishing Group SN - 2640-2696 UR - https://doi.org/10.11648/j.jppa.20180204.14 AB - Effective leadership talent tends to seek autonomous opportunities to achieve positive financial results within a profit-seeking organization. This study shows that a guided autonomy, driven by self-interest and augmented by resource complementarity in a network based production environment, accelerates the process of achieving profitable growth. Entities external to the organization can contribute to a balanced self-interest. For example, the corporate center can contribute to continuous growth by temporarily incubating growth opportunities, by sharing related resources between businesses, and by helping business units to select initiatives based on the long-term strategic plan for the firm. Even so, the corporate center must guide the organization balancing constraints and autonomy to leverage the growth benefits from self-interest. In this article a mixed method was used to collect data from an organization that successfully achieved growth during a significant transformational event. By paying attention to self-interest, leadership can leverage a powerful force in organizations. Conversely, neglecting it can result in failure to meet objectives. VL - 2 IS - 4 ER -
Information
Email: