How outsider top executives compensate for their lack of "insiderness": Lessons from two Belgian multinationals

J. Tibau and K. Debackere

European Management Journal, 2008, vol. 26, issue 4, 223-233

Abstract: Summary This paper analyses how outsider top executives can to take advantage of their different perspectives in other organizational contexts by examining initiatives that allow them to compensate for their lack of "insiderness". It also points to managerial attitudes that facilitate the implementation of new strategies that differ from the status quo.

Keywords: Outsider; top; executive; Change; Context; Adaptation; Assimilation; Integration; Mandate (search for similar items in EconPapers)
Date: 2008
References: Add references at CitEc
Citations: View citations in EconPapers (2)

Downloads: (external link)
http://www.sciencedirect.com/science/article/pii/S0263237308000352
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eee:eurman:v:26:y:2008:i:4:p:223-233

Ordering information: This journal article can be ordered from
http://www.elsevier.com/wps/find/journaldescription.cws_home/115/bibliographic
http://www.elsevier. ... me/115/bibliographic

Access Statistics for this article

European Management Journal is currently edited by Michael Haenlein

More articles in European Management Journal from Elsevier
Bibliographic data for series maintained by Catherine Liu ().