文献类型：期刊文献

英文题名：Building interfirm leadership: A relational identity perspective

作者：Hao, Bin[1];Feng, Yanan[2];Ye, Jiangfeng[3]

机构：[1]East China Univ Sci & Technol, Sch Business, 130 Meilong Rd, Shanghai 200237, Peoples R China;[2]Univ Nottingham, Business Sch, Nottingham Univ, Jubilee Campus,Wollaton Rd, Nottingham NG8 1BB, England;[3]Anhui Univ, Sch Management, 3 Feixi Rd, Hefei 230039, Anhui, Peoples R China

年份：2017

卷号：35

期号：5

起止页码：651

外文期刊名：EUROPEAN MANAGEMENT JOURNAL

收录：;WOS:【SSCI(收录号:WOS:000413609800008)】；

基金：We thank Co-Editor-in-Chief Sabina Siebert and three anonymous reviewers for their help in strengthening the paper. All remaining errors are our own. This study was supported by the National Natural Science Foundation of China under Grant No. 71372078 and No. 71102067, as well as Shanghai Pujiang Program under Grant No. 14PJC021.

语种：英文

外文关键词：Network orchestration; Interfirm network; Hub firm; Interfirm leadership; Relational identity

摘要：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. Crown Copyright (C) 2017 Published by Elsevier Ltd. All rights reserved.