Abstract
| Original language | English |
|---|---|
| Place of Publication | Tilburg |
| Publisher | Operations research |
| Number of pages | 51 |
| Volume | 2000-03 |
| Publication status | Published - 2000 |
Publication series
| Name | CentER Discussion Paper |
|---|---|
| Volume | 2000-03 |
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Keywords
- Organizational culture
- Leadership firm performance
- Resource-based theory of the firm
Cite this
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Firm Culture and Leadership as Firm Performance Predictors : a Resource-Based Perspective. / Wilderom, C.P.M.; van den Berg, P.
Tilburg : Operations research, 2000. (CentER Discussion Paper; Vol. 2000-03).Research output: Working paper › Discussion paper › Other research output
TY - UNPB
T1 - Firm Culture and Leadership as Firm Performance Predictors
T2 - a Resource-Based Perspective
AU - Wilderom, C.P.M.
AU - van den Berg, P.
N1 - Pagination: 51
PY - 2000
Y1 - 2000
N2 - In this study, we tested part of the resource-based view of the firm by examining two 'soft' resources, firm culture and top leadership, as predictors of 'hard' or bottom-line firm performance.Transformational top leadership was found to predict firm performance directly while the link between firm culture and firm performance was indirect: via transformational top leadership.Firm culture was operationalized as the employees' views about the degree of optimization of four organizational practices (job autonomy, external orientational, interdepartmental orientation, and human resource orientation).We conclude that, rather than strong cultures, firms need best organizational practices and transformational leadership.
AB - In this study, we tested part of the resource-based view of the firm by examining two 'soft' resources, firm culture and top leadership, as predictors of 'hard' or bottom-line firm performance.Transformational top leadership was found to predict firm performance directly while the link between firm culture and firm performance was indirect: via transformational top leadership.Firm culture was operationalized as the employees' views about the degree of optimization of four organizational practices (job autonomy, external orientational, interdepartmental orientation, and human resource orientation).We conclude that, rather than strong cultures, firms need best organizational practices and transformational leadership.
KW - Organizational culture
KW - Leadership firm performance
KW - Resource-based theory of the firm
M3 - Discussion paper
VL - 2000-03
T3 - CentER Discussion Paper
BT - Firm Culture and Leadership as Firm Performance Predictors
PB - Operations research
CY - Tilburg
ER -