The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations
基于五家医疗机构的案例研究，提出多元组织中战略变革的过程理论，揭示集体领导力在权力分散、目标分歧环境下的关键作用及其脆弱性，并识别实现变革所需的三个层面的耦合机制。
In this article, we draw on five case studies in health care organizations to develop a process theory of strategic change in pluralistic settings characterized by diffuse power and divergent objectives. The creation of a collective leadership group in which members play complementary roles appears critical in achieving change. However. collective leadership is fragile. We identify three levels of “coupling” between leaders. organization, and environment that need to be mobilized to permit change. Since it is difficult to maintain coupling at all levels simultaneously, change tends to proceed sporadically, driven by the effects of leaders' actions on their political positions.