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Performance effects of cognitive heterogeneity in dual leadership structures in the arts: The role of selection system orientations

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  • Bhansing, Pawan V.
  • Leenders, Mark A.A.M.
  • Wijnberg, Nachoem M.

Abstract

A dual executive leadership structure aspires to shape an executive constellation where both executives have different orientations that they use to assess the world around them, process information to make decisions, and evaluate outcomes. By separating the executive position into two functionally different roles, pluralistic organisations such as high art organisations, intend to balance multiple organisational objectives. Using dyadic data from both the artistic and managing directors of 51 (subsidised) theatre and dance companies with dual leadership structures, we study the drivers of a particular selection system orientation (peer, expert or market) and the effects of possible heterogeneity in orientation between the dual leaders. We find that functional roles are related to selection system orientations and that heterogeneity in selection system orientations has an effect on organisational performance, specifically when evaluated by experts.

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  • Bhansing, Pawan V. & Leenders, Mark A.A.M. & Wijnberg, Nachoem M., 2012. "Performance effects of cognitive heterogeneity in dual leadership structures in the arts: The role of selection system orientations," European Management Journal, Elsevier, vol. 30(6), pages 523-534.
    • Handle: RePEc:eee:eurman:v:30:y:2012:i:6:p:523-534
    DOI: 10.1016/j.emj.2012.04.002
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    1. Pawan V. Bhansing & Mark A. A. M. Leenders & Nachoem M. Wijnberg, 2016. "Selection system orientations as an explanation for the differences between dual leaders of the same organization in their perception of organizational performance," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 20(4), pages 907-933, December.
    2. Díaz-Fernández, M. Carmen & González-Rodríguez, M. Rosario & Simonetti, Biagio, 2015. "Top management team’s intellectual capital and firm performance," European Management Journal, Elsevier, vol. 33(5), pages 322-331.
    3. Wu, Yuanyuan & Wu, Shikui, 2016. "Managing ambidexterity in creative industries: A survey," Journal of Business Research, Elsevier, vol. 69(7), pages 2388-2396.
    4. Ebbers, Joris J. & Wijnberg, Nachoem M., 2019. "The co-evolution of social networks and selection system orientations as core constituents of institutional logics of future entrepreneurs at school," Journal of Business Venturing, Elsevier, vol. 34(3), pages 558-577.
    5. Situmeang, Frederik B.I. & Leenders, Mark A.A.M. & Wijnberg, Nachoem M., 2014. "History matters: The impact of reviews and sales of earlier versions of a product on consumer and expert reviews of new editions," European Management Journal, Elsevier, vol. 32(1), pages 73-83.
    6. Jen-Son Cheng & Yong Xiang & Peter J. Sher & Chia-Wei Liu, 2018. "Artistic intervention, intellectual capital, and service innovation: a case study of a Taiwan’s hotel," Service Business, Springer;Pan-Pacific Business Association, vol. 12(1), pages 169-201, March.

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