Rebel or Outlaw?

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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


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