How outsider top executive compensate for their lack of "insiderness" : lessons from two belgian multinationals
By: TIBAU, J
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Contributor(s): DEBACKERE, K.
Material type: 
ArticlePublisher: Dorchester : Elsevier, August 2008European Management Journal 26, 4, p. 223-233Abstract: This paper analyses how outsider top executives can to take advantage of their different perspectives in other organizational contets by examining initiatives that allow them to compensate for their lack of "insiderness". It also points to managerial attitudes that facilitate the implementation of new strategies that differ from the status quo.
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This paper analyses how outsider top executives can to take advantage of their different perspectives in other organizational contets by examining initiatives that allow them to compensate for their lack of "insiderness". It also points to managerial attitudes that facilitate the implementation of new strategies that differ from the status quo.
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