An Expanded Model of Distributed Leadership in Organizational Knowledge Creation

Benedetto Lorenzo Cannatelli; Brett Smith; Brett Richard Smith; Alessandro Giudici; Jessica Jones; Michael Conger

doi:10.1016/j.lrp.2016.10.002

An Expanded Model of Distributed Leadership in Organizational Knowledge Creation

Benedetto Lorenzo Cannatelli, Brett Smith, Brett Richard Smith, Alessandro Giudici, Jessica Jones, Michael Conger

Risultato della ricerca: Contributo in rivista › Articolo in rivista › peer review

19 Citazioni (Scopus)

Abstract

Based on a three-year qualitative, longitudinal case study of a social venture partnership, we extend the understanding of distributed leadership in organizational knowledge creation. We develop an expanded model of distributed leadership that identifies the antecedents, different forms, and enablers of distributed leadership in knowledge creation. Our findings move beyond a static and monolithic understanding of distributed leadership to illustrate how an expanded model informs the situational leadership framework and spiral of knowledge creation across an organization's hierarchy and boundary in the context of social entrepreneurship.

Lingua originale	English
pagine (da-a)	582-602
Numero di pagine	21
Rivista	Long Range Planning
Volume	50
DOI	https://doi.org/10.1016/j.lrp.2016.10.002
Stato di pubblicazione	Pubblicato - 2017

Keywords

Knowledge creation

OSS delle Nazioni Unite

Questo processo contribuisce al raggiungimento dei seguenti obiettivi di sviluppo sostenibile

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10.1016/j.lrp.2016.10.002

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T1 - An Expanded Model of Distributed Leadership in Organizational Knowledge Creation

AU - Cannatelli, Benedetto Lorenzo

AU - Smith, Brett

AU - Smith, Brett Richard

AU - Giudici, Alessandro

AU - Jones, Jessica

AU - Conger, Michael

PY - 2017

Y1 - 2017

N2 - Based on a three-year qualitative, longitudinal case study of a social venture partnership, we extend the understanding of distributed leadership in organizational knowledge creation. We develop an expanded model of distributed leadership that identifies the antecedents, different forms, and enablers of distributed leadership in knowledge creation. Our findings move beyond a static and monolithic understanding of distributed leadership to illustrate how an expanded model informs the situational leadership framework and spiral of knowledge creation across an organization's hierarchy and boundary in the context of social entrepreneurship.

AB - Based on a three-year qualitative, longitudinal case study of a social venture partnership, we extend the understanding of distributed leadership in organizational knowledge creation. We develop an expanded model of distributed leadership that identifies the antecedents, different forms, and enablers of distributed leadership in knowledge creation. Our findings move beyond a static and monolithic understanding of distributed leadership to illustrate how an expanded model informs the situational leadership framework and spiral of knowledge creation across an organization's hierarchy and boundary in the context of social entrepreneurship.

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UR - http://hdl.handle.net/10807/88011

UR - http://www.sciencedirect.com/science/article/pii/s0024630116302047

U2 - 10.1016/j.lrp.2016.10.002

DO - 10.1016/j.lrp.2016.10.002

M3 - Article

SN - 0024-6301

VL - 50

SP - 582

EP - 602

JO - Long Range Planning

JF - Long Range Planning

ER -

An Expanded Model of Distributed Leadership in Organizational Knowledge Creation

Abstract

Keywords

OSS delle Nazioni Unite

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