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Top management teams’ shared leadership and ambidexterity: the role of management control systems
Högskolan Kristianstad, Forskningsmiljön Auditing, Organisation and Society (AOS).ORCID iD: 0000-0002-8938-2150
Högskolan Kristianstad, Sektionen för hälsa och samhälle.ORCID iD: 0000-0002-9289-2047
Högskolan Kristianstad, Fakulteten för ekonomi.
Högskolan Kristianstad, Fakulteten för ekonomi.
2018 (English)In: International Review of Administrative Sciences, ISSN 0020-8523, E-ISSN 1461-7226Article in journal (Refereed) Epub ahead of print
Abstract [en]

The study explores how top management teams’ shared leadership is related to organizational ambidexterity in public-sector organizations, theoretically and empirically considering how this relationship is contingent on the management control system. Using a sample of 85 Swedish municipal housing corporations, we find that shared leadership has a positive relationship with organizational ambidexterity in public-sector organizations. Moreover, increasing use of new public management control systems, based on combined reward and performance controls, positively moderates this relationship. The study also finds that traditional public management control systems, based on combined planning and administrative controls, do not moderate the relationship between top management teams’ shared leadership and organizational ambidexterity. Accordingly, this article contributes to the public and strategic management literature, as well as to managerial practice.

Place, publisher, year, edition, pages
2018.
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-44808DOI: 10.1177/0020852318783539OAI: oai:DiVA.org:hj-44808DiVA, id: diva2:1329359
Funder
Torsten Söderbergs stiftelse, E5/14Available from: 2018-08-29 Created: 2019-06-24Bibliographically approved

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Umans, TimursSmith, Elin

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