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Looking for leaders: ‘Balancing’ innovation,risk and management control systems
Institution:1. University of the West of Scotland and University of Winchester, Accounting, Finance and Law, Business School, University of the West of Scotland, Ayr Campus, Ayr KA8 0SX, United Kingdom;2. Business School, University of Winchester, Winchester SO22 4NR, United Kingdom;1. Discipline of Accounting and Finance, Newcastle Business School, The University of Newcastle, Sydney, NSW 2000, Australia;2. School of Business, Torrens University, 220 Victoria Square, Adelaide, SA 5000, Australia;3. Department of Management and Human Resources, Australian Institute of Business, Adelaide, SA 5000, Australia;1. Durham University Business School, Durham University, Stockton on Tees TS17 6BH, Great Britain, United Kingdom;2. Newcastle University Business School, Newcastle Upon Tyne NE1 4SE, Great Britain, United Kingdom;1. Aston Business School, Aston University, Aston Triangle, Birmingham B4 7ET, UK;2. Newcastle University Business School, 5 Barrack Road, Newcastle upon Tyne NE1 4SE, UK
Abstract:Using the concept of institutional leadership we explore how leaders balance creativity and product innovation against administrative arrangements such as risk management and management control. Using two case companies we produce distinct contrasts to this balance with neither showing the ambidexterity needed to ‘secure’ (Selznick, 1957) the value of innovation and exploration and develop risk management and control systems for exploitative activities. One case company stuck to its past trajectory of innovation, ignoring risk management and control; the second case company had systems for its exploitative operations but was struggling to maintain any value of innovation and exploration. Nevertheless, one over-riding similarity in both organisations was that the leadership of the risk systems and management controls was with the engineers; accountants were not to be seen.
Keywords:Risk  Risk management  Innovation  Institutional leaders
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