The relationships among leadership, organizational culture and performance

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Type and Duration

PhD-Thesis, since September 2016

Coordinator

Chair in International Management

Main Research

Growth and Complexity

Field of Research

Knowledge Work and Knowledge Management

Description

Purpose: The fundamental purpose of this doctoral study is to: analyze and compare the relationships among organizational culture, leadership (in particular: Servant Leadership), and performance. From a contextual perspective, I will place emphasis on various national cultures, including the Czech Republic, Germany and Turkey.

Research gap: The research area of KIBS firms is still for the most part unexplored. This is due to the fact that research about KIBS companies is relatively new. This is particularly the case in management research about the emerging markets where there are hardly any studies. Due to an increasing globalization, scholars have been primarily focusing on national and organizational culture. Nevertheless, literature shows that there are barely any cross-cultural studies analyzing the links between leadership, organizational culture, and performance. This doctoral study aims to close this research gap. Equally this study will provide a comprehensive insight into a research area which very recently gained attention in the area of managerial psychology: Servant Leadership.

Design/methodology: This doctoral study takes a quantitative approach in combination with a qualitative element (mixed-method approach). Questionnaires will be sent to senior executives in Czech, Turkish, and German companies. Semi-structured interviews will support the survey strategy.

Keywords

Leadership, Organisational Culture, KIBS, Servant Leadership