HP's Process of Corporate Becoming -- Why Strategic Leadership Matters

Robert A. Burgelman
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Abstract

This paper shows how the study of the integral process of HP's becoming and the differential contributions of successive CEOs to that process can be combined to create an evolutionary framework of the role of strategic leadership in corporate becoming. This conceptual framework reflects the paradox of corporate becoming and the conditions that govern it, highlights the existential situation facing successive CEOs chartered with sustaining the process, and indicates that strategic leadership of long-lived companies involves an imperfect across-CEO tenures learning process. It offers strategic leadership advice for founders of new companies as well as for CEOs and boards of directors of existing companies who intend to create, run or oversee long-lived companies.
惠普的企业成长过程——为什么战略领导力很重要
本文展示了如何将对惠普成长的整体过程的研究和历任ceo对这一过程的不同贡献相结合,以创建战略领导在企业成长中作用的进化框架。这一概念框架反映了企业发展的悖论及其制约条件,突出了连续几任ceo面临的生存状况,这些ceo被授权维持这一进程,并表明长寿公司的战略领导力涉及一个不完美的跨ceo任期学习过程。它为新公司的创始人,以及打算创建、运营或监督长寿公司的现有公司的首席执行官和董事会提供战略领导力建议。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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