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Building interfirm leadership: a relational identity perspective

Hao, Bin; Feng, Yanan; Ye, Jiangfeng

Authors

Bin Hao

Yanan Feng

Jiangfeng Ye



Abstract

While leadership has been recognized as an approach to facilitating network orchestration, little is known about the mechanism through which a hub firm enhances interfirm leadership. Grounded on the theory of social identity and network orchestration, we develop a framework of the enhancement of interfirm leadership, proposing that the tendency of building leadership rests on the hub firm’s ability to shape the partners’ relational identity. We identify three types of role-adoption that indicate seven actions a hub firm might take to establish such an identity. We suggest that the mechanism through which leadership emerges is contingent on relationship duration, dependence asymmetry, and competition intensity.

Citation

Hao, B., Feng, Y., & Ye, J. (2017). Building interfirm leadership: a relational identity perspective. European Management Journal, 35(5), https://doi.org/10.1016/j.emj.2017.03.010

Journal Article Type Article
Acceptance Date Mar 22, 2017
Online Publication Date Apr 1, 2017
Publication Date Oct 1, 2017
Deposit Date May 2, 2017
Publicly Available Date Mar 29, 2024
Journal European Management Journal
Print ISSN 0263-2373
Electronic ISSN 0263-2373
Publisher Elsevier
Peer Reviewed Peer Reviewed
Volume 35
Issue 5
DOI https://doi.org/10.1016/j.emj.2017.03.010
Keywords network orchestration, interfirm network, hub firm, interfirm leadership, relational identity
Public URL https://nottingham-repository.worktribe.com/output/885211
Publisher URL http://www.sciencedirect.com/science/article/pii/S0263237317300555

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