Rebel or Outlaw?

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dc.contributor.author	Strandgaard, Jesper
dc.date.accessioned	2012-01-05
dc.date.accessioned	2012-01-20T09:29:17Z
dc.date.available	2012-01-20T09:29:17Z
dc.date.issued	2012-01-20
dc.identifier.uri	http://hdl.handle.net/10398/8392
dc.description.abstract	How can organizations innovate and break with conventions without losing their legitimacy? Organizing for legitimacy (serving tradition and convention) often contrasts organizing for innovation and is often perceived a choice between two evils. This paper suggests that leaders can reconcile the legitimacy-innovation tension by combining and addressing them as two complimentary processes. An ethnographic case study depicts how shared leadership in a highly successful filmmaking company, confronts the legitimacy-innovation tension and, based on a combination of ‘out-of-fashion’ and contra-intuitive actions, their search for new solutions makes them balance between being a rebel or an outlaw.	en_US
dc.format.extent	31	en_US
dc.language	eng	en_US
dc.relation.ispartofseries	Creative Encounters Working Papers;68
dc.subject.other	Filmmaking	en_US
dc.subject.other	Innovation-legitimation balance	en_US
dc.subject.other	Rebel identity	en_US
dc.title	Rebel or Outlaw?	en_US
dc.type	wp	en_US
dc.accessionstatus	modt12jan20 lbjl	en_US
dc.contributor.corporation	Copenhagen Business School. CBS	en_US
dc.contributor.department	Institut for Interkulturel Kommunikation og Ledelse	en_US
dc.contributor.departmentshort	IKL	en_US
dc.contributor.departmentuk	Department of Intercultural Communication and Management	en_US
dc.contributor.departmentukshort	ICM	en_US
dc.idnumber	x656316291	en_US
dc.publisher.city	Frederiksberg	en_US
dc.publisher.year	2011	en_US
dc.title.subtitle	Shared Leadership in a Filmmaking Company	en_US