Building interfirm leadership: a relational identity perspective
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 int...
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| Format: | Article |
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Elsevier
2017
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| Online Access: | https://eprints.nottingham.ac.uk/42316/ |
| _version_ | 1848796460688080896 |
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| author | Hao, Bin Feng, Yanan Ye, Jiangfeng |
| author_facet | Hao, Bin Feng, Yanan Ye, Jiangfeng |
| author_sort | Hao, Bin |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | 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. |
| first_indexed | 2025-11-14T19:48:20Z |
| format | Article |
| id | nottingham-42316 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| last_indexed | 2025-11-14T19:48:20Z |
| publishDate | 2017 |
| publisher | Elsevier |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-423162020-05-04T19:09:20Z https://eprints.nottingham.ac.uk/42316/ Building interfirm leadership: a relational identity perspective Hao, Bin Feng, Yanan Ye, Jiangfeng 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. Elsevier 2017-10-01 Article PeerReviewed Hao, Bin, Feng, Yanan and Ye, Jiangfeng (2017) Building interfirm leadership: a relational identity perspective. European Management Journal, 35 (5). pp. 651-662. ISSN 0263-2373 network orchestration interfirm network hub firm interfirm leadership relational identity http://www.sciencedirect.com/science/article/pii/S0263237317300555 doi:10.1016/j.emj.2017.03.010 doi:10.1016/j.emj.2017.03.010 |
| spellingShingle | network orchestration interfirm network hub firm interfirm leadership relational identity Hao, Bin Feng, Yanan Ye, Jiangfeng Building interfirm leadership: a relational identity perspective |
| title | Building interfirm leadership: a relational identity perspective |
| title_full | Building interfirm leadership: a relational identity perspective |
| title_fullStr | Building interfirm leadership: a relational identity perspective |
| title_full_unstemmed | Building interfirm leadership: a relational identity perspective |
| title_short | Building interfirm leadership: a relational identity perspective |
| title_sort | building interfirm leadership: a relational identity perspective |
| topic | network orchestration interfirm network hub firm interfirm leadership relational identity |
| url | https://eprints.nottingham.ac.uk/42316/ https://eprints.nottingham.ac.uk/42316/ https://eprints.nottingham.ac.uk/42316/ |