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Download Building Social Capital in a Multibusiness Firm: Lessons by Eva Bilhuber Galli PDF

By Eva Bilhuber Galli

Realizing synergies throughout diversified companies is a mulitbusiness firm’s wide-spread strategic problem. Eva Bilhuber Galli investigates the position of social capital in cross-business collaboration and the way to construct it successfully with management improvement practices. learning a case of a giant multibusiness enterprise, she involves counter-intuitive conclusions: 1) no longer every kind of cross-business collaboration require an identical depth point of social capital. 2) to construct powerful types of social capital, unmarried networking occasions appear to fall brief. The alignment of practices through the years has to be considered.

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360-degree feedback is a practice to gather feedback from multiple sources based on a questionnaire about a manager’s behavior from those who are able to evaluate it on a daily basis, such as direct reports, superiors and peers, customers and suppliers (Yukl & Lepsinger, 1995). In general, the appraisal of observable managerial behavior is in focus. However, 360-degree feedback can be shaped around different purposes, such as to assess an individual’s performance in regard to managerial effectiveness or to evaluate the individual management, leadership or learning skills potential.

2007). A critical review of the studies conducted during the last two decades has revealed the problems in the HRM activity – performance linkage, and in doing so, substantially fuelled the further theoretical development of this association (Bowen & Ostroff, 2004). One of these problems refers to the causality of the relationship between HRM practices and performance. Even though studies report a positive relationship, it is not clear whether this is really a causal relationship. , 2005). , 2007).

2). 4). 5). 2 Guiding Investigation Framework Having identified cross-business collaboration activities as an unexplored area within both, strategic management as well as leadership development research, this study seeks to close this gap and proposes to explore the role of leadership development practices for valuable cross-business collaboration as a primary strategic need of MBFs. We are interested in understanding not only how leadership development practices individually but primarily their interrelationships contribute to social capital as a main driver of valuable cross-business collaboration.

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