Continuity Model Generation. Justin B. Craig. Читать онлайн. Newlib. NEWLIB.NET

Автор: Justin B. Craig
Издательство: John Wiley & Sons Limited
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Жанр произведения: О бизнесе популярно
Год издания: 0
isbn: 9781119759355
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      Another key distinction of stewardship is that it fosters members who identify with the organization and view it as an extension of themselves. According to Davis et al. (1997, p. 29), “identification occurs when managers define themselves in terms of their membership in a particular organization by accepting the organization's mission, vision, and objectives.” Stewards, therefore, have a strong sense of attachment to their organizations, possess high levels of psychological ownership, and wish to see their organizations succeed. Relatedly, stewards have a psychological preference for using personal power instead of institution-based forms of power. Rather than flowing from formally established authority, personal power stems from interpersonal relationships, is often built over time, and is based on mutual trust, norms of reciprocity, and information exchange.

      From an organizational—as opposed to individual—level, stewardship directs behavior toward enhancing the collective good. A collectivist organization emphasizes the accomplishment of organizational goals, and individuals define themselves as part of the organization, one in which group identity and a sense of belonging reign supreme. That is, organizations with a stewardship climate are more likely to emphasize collectivism over individualism.

      Such organizations are also identifiable by low power distances between managers and subordinates. Power distance is the extent to which less powerful members of an organization accept an unequal distribution of power across organizational levels. In organizational settings characterized by a high power distance, people with less power are dependent on those with high power and status, and special privileges are given to those with higher rank. Conversely, in organizations with low power distances, processes and interactions are egalitarian, inequalities are discouraged, and members are treated equally.

      We can plot the six dimensions of stewardship on a series of continua. For example, motivation can be anchored by extrinsic at one end and intrinsic at the other. For culture, it is collectivist and individual; power distance is high versus low; involvement orientation is involved versus detached; power is positional versus personal; the extent to which individuals view the business as an extension of themselves is high versus low. It is important to note that each of these dimensions, depicted through the series of continua, do not represent an either–or, or all–or–none, situation. For example, someone is not either intrinsically or extrinsically motivated; they will fall somewhere along that dimension. Thus, we can better understand stewardship by recognizing that a recommended position along a given continuum leans toward the preferred stewardship characteristic end.

      Integrating the stewardship and agency arguments, or theoretical perspectives, we can suggest that it is preferred that agents appointed by principals are stewards. Below we embellish this further with the addition of the steward, or the concept of stewardship, to the three circles framework.

Schematic illustration of the Stewardship.

      Resource-Based View

      The resource-based view (RBV) of the firm suggests that firms survive based on their ability to combine heterogeneous and imperfectly mobile resources. Broadly, the RBV incorporates the complex, idiosyncratic, and unique nature of a firm's internal processes and intangible assets, including the values, beliefs, symbols, and interpersonal relationships that individuals or groups within the firm possess. As such, the RBV focuses on an analysis of the nature, characteristics, and potential of a firm's resource base and assumes that each firm's internal resources and capabilities are heterogeneous, which ultimately delivers a competitive advantage. Barney (1991) identified that in order to contribute optimally to firm sustainability, resources must be valuable, rare, imperfectly imitable, and non-substitutable (VRIN).

      Resources are defined as anything that could be thought of as a firm's strength or weakness and at any given time could be defined as those (tangible and intangible) assets tied semi-permanently to the firm. Firm resources in the RBV perspective fall into four capital-related categories: physical capital, human capital, organizational capital, and process capital. Overcoming newness means that the venture has been able to distinguish itself from others by building a unique combination of resources in these categories.