Premium
Sustainable Performance with Values‐Based Shared Leadership: A Case Study of a Virtuous Organization
Author(s) -
Manz Charles C.,
Manz Karen P.,
Adams Stephen B.,
Shipper Frank
Publication year - 2011
Publication title -
canadian journal of administrative sciences / revue canadienne des sciences de l'administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.347
H-Index - 48
eISSN - 1936-4490
pISSN - 0825-0383
DOI - 10.1002/cjas.184
Subject(s) - miller , innovator , knowledge management , virtuous circle and vicious circle , management , face (sociological concept) , resource (disambiguation) , business , process (computing) , conceptual model , public relations , sociology , political science , computer science , entrepreneurship , economics , ecology , social science , database , computer network , macroeconomics , finance , biology , operating system
Abstract This article presents a qualitative case study of Herman Miller Inc., a “Virtuous Organization” and leading innovator and manufacturer in the business furniture industry. It adds to the literature by examining the role shared leadership can play in fostering sustainable performance in one organization that has a track record of virtuous organizational behaviour and long‐term success. Herman Miller has survived and thrived in the face of multiple setbacks. Our findings suggest two primary values potentially moderate the relationship between shared leadership and sustainable performance: (a) an ongoing creative process, and (b) recognition of every organization member as a valuable resource. We propose a conceptual model and offer preliminary qualitative evidence supporting key components and relationships implied by the model. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.