Top management teams (TMT) behave both conventionally and unconventionally to implement strategic change in organizations. These behaviors are information used by organizational stakeholders to evaluate the TMT. However, because of limited cognitive resources, the cost of cognitive changes and the inherent variability of environments and relationships, stakeholders operate using the “latitude of norms,” which provides thresholds to measure the need for reappraisal and change. We explore this process of discontinuous reappraisals by reviewing past idiosyncratic credit literature and integrate it with expectancy violations theory to propose a theory of dynamic idiosyncratic credit. Both research and managerial implications are discussed.
Provaznik, Bill; Hughes, Larry W.; and Avey, James B.
"PUSHING THE MARGINS: A DYNAMIC MODEL OF IDIOSYNCRASY CREDIT IN TOP MANAGEMENT TEAM BEHAVIOR,"
Journal of Business & Leadership (2005-2012): Vol. 5
, Article 2.
Available at: http://scholars.fhsu.edu/jbl/vol5/iss2/2