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A publicação pode ser exportada nos seguintes formatos: referência da APA (American Psychological Association), referência do IEEE (Institute of Electrical and Electronics Engineers), BibTeX e RIS.

Exportar Referência (APA)
Cunha, M. P. E., Fortes, A., Gomes, E. , Rego, A. & Rodrigues, F. (2019). Ambidextrous leadership, paradox and contingency: evidence from Angola. International Journal of Human Resource Management. 30 (4), 702-727
Exportar Referência (IEEE)
M. P. Cunha et al.,  "Ambidextrous leadership, paradox and contingency: evidence from Angola", in Int. Journal of Human Resource Management, vol. 30, no. 4, pp. 702-727, 2019
Exportar BibTeX
@article{cunha2019_1711613562036,
	author = "Cunha, M. P. E. and Fortes, A. and Gomes, E.  and Rego, A. and Rodrigues, F.",
	title = "Ambidextrous leadership, paradox and contingency: evidence from Angola",
	journal = "International Journal of Human Resource Management",
	year = "2019",
	volume = "30",
	number = "4",
	doi = "10.1080/09585192.2016.1201125",
	pages = "702-727",
	url = "http://www.tandfonline.com/doi/full/10.1080/09585192.2016.1201125"
}
Exportar RIS
TY  - JOUR
TI  - Ambidextrous leadership, paradox and contingency: evidence from Angola
T2  - International Journal of Human Resource Management
VL  - 30
IS  - 4
AU  - Cunha, M. P. E.
AU  - Fortes, A.
AU  - Gomes, E. 
AU  - Rego, A.
AU  - Rodrigues, F.
PY  - 2019
SP  - 702-727
SN  - 0958-5192
DO  - 10.1080/09585192.2016.1201125
UR  - http://www.tandfonline.com/doi/full/10.1080/09585192.2016.1201125
AB  - The study departs from two assumptions. First, it considers that organizations, their leaders and the HRM function are inherently paradoxical and that, in that sense, dealing with paradox is a necessary component of the leadership process which requires ambidexterity capabilities. Second, it explores whether the paradoxes of leadership may manifest differently in different contexts. We explore the emergence of paradox in the leadership of Angolan organizations. Angola is an economy transitioning from a centrally planned to a market mode, and this makes it a rich site for understanding the specificities of ambidextrous paradoxical processes in an under-researched, ‘rest of the world’, context. The findings of our inductive study led to the emergence of four interrelated paradoxes and highlight the importance of ambidextrous paradoxical work as a HRM contingency.


ER  -