Self-Interest in a Global Enterprise

Joel Bigley

doi:doi:10.11648/j.jppa.20180204.14

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Self-Interest in a Global Enterprise

Joel Bigley

Published in Journal of Public Policy and Administration (Volume 2, Issue 4)

Received: 27 October 2018 Accepted: 20 November 2018 Published: 25 December 2018

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Abstract

Effective leadership talent tends to seek autonomous opportunities to achieve positive financial results within a profit-seeking organization. This study shows that a guided autonomy, driven by self-interest and augmented by resource complementarity in a network based production environment, accelerates the process of achieving profitable growth. Entities external to the organization can contribute to a balanced self-interest. For example, the corporate center can contribute to continuous growth by temporarily incubating growth opportunities, by sharing related resources between businesses, and by helping business units to select initiatives based on the long-term strategic plan for the firm. Even so, the corporate center must guide the organization balancing constraints and autonomy to leverage the growth benefits from self-interest. In this article a mixed method was used to collect data from an organization that successfully achieved growth during a significant transformational event. By paying attention to self-interest, leadership can leverage a powerful force in organizations. Conversely, neglecting it can result in failure to meet objectives.

Published in	Journal of Public Policy and Administration (Volume 2, Issue 4)
DOI	10.11648/j.jppa.20180204.14
Page(s)	65-70
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Autonomy, Capital, Lateral Integrative Mechanisms, Financial Algorithm, Corporate Guidance

References

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[9]	Martin, J. (2002). Cross-business synergies: recombination, modularity, and the multi-business team. Dissertation, Stanford University.
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APA Style

Joel Bigley. (2018). Self-Interest in a Global Enterprise. Journal of Public Policy and Administration, 2(4), 65-70. https://doi.org/10.11648/j.jppa.20180204.14

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ACS Style

Joel Bigley. Self-Interest in a Global Enterprise. J. Public Policy Adm. 2018, 2(4), 65-70. doi: 10.11648/j.jppa.20180204.14

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AMA Style

Joel Bigley. Self-Interest in a Global Enterprise. J Public Policy Adm. 2018;2(4):65-70. doi: 10.11648/j.jppa.20180204.14

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@article{10.11648/j.jppa.20180204.14,
  author = {Joel Bigley},
  title = {Self-Interest in a Global Enterprise},
  journal = {Journal of Public Policy and Administration},
  volume = {2},
  number = {4},
  pages = {65-70},
  doi = {10.11648/j.jppa.20180204.14},
  url = {https://doi.org/10.11648/j.jppa.20180204.14},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jppa.20180204.14},
  abstract = {Effective leadership talent tends to seek autonomous opportunities to achieve positive financial results within a profit-seeking organization. This study shows that a guided autonomy, driven by self-interest and augmented by resource complementarity in a network based production environment, accelerates the process of achieving profitable growth. Entities external to the organization can contribute to a balanced self-interest. For example, the corporate center can contribute to continuous growth by temporarily incubating growth opportunities, by sharing related resources between businesses, and by helping business units to select initiatives based on the long-term strategic plan for the firm. Even so, the corporate center must guide the organization balancing constraints and autonomy to leverage the growth benefits from self-interest. In this article a mixed method was used to collect data from an organization that successfully achieved growth during a significant transformational event. By paying attention to self-interest, leadership can leverage a powerful force in organizations. Conversely, neglecting it can result in failure to meet objectives.},
 year = {2018}
}

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TY  - JOUR
T1  - Self-Interest in a Global Enterprise
AU  - Joel Bigley
Y1  - 2018/12/25
PY  - 2018
N1  - https://doi.org/10.11648/j.jppa.20180204.14
DO  - 10.11648/j.jppa.20180204.14
T2  - Journal of Public Policy and Administration
JF  - Journal of Public Policy and Administration
JO  - Journal of Public Policy and Administration
SP  - 65
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PB  - Science Publishing Group
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AB  - Effective leadership talent tends to seek autonomous opportunities to achieve positive financial results within a profit-seeking organization. This study shows that a guided autonomy, driven by self-interest and augmented by resource complementarity in a network based production environment, accelerates the process of achieving profitable growth. Entities external to the organization can contribute to a balanced self-interest. For example, the corporate center can contribute to continuous growth by temporarily incubating growth opportunities, by sharing related resources between businesses, and by helping business units to select initiatives based on the long-term strategic plan for the firm. Even so, the corporate center must guide the organization balancing constraints and autonomy to leverage the growth benefits from self-interest. In this article a mixed method was used to collect data from an organization that successfully achieved growth during a significant transformational event. By paying attention to self-interest, leadership can leverage a powerful force in organizations. Conversely, neglecting it can result in failure to meet objectives.
VL  - 2
IS  - 4
ER  -

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Author Information

Joel Bigley

Jabs School of Business, California Baptist University, Riverside, USA

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APA Style

Joel Bigley. (2018). Self-Interest in a Global Enterprise. Journal of Public Policy and Administration, 2(4), 65-70. https://doi.org/10.11648/j.jppa.20180204.14

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ACS Style

Joel Bigley. Self-Interest in a Global Enterprise. J. Public Policy Adm. 2018, 2(4), 65-70. doi: 10.11648/j.jppa.20180204.14

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AMA Style

Joel Bigley. Self-Interest in a Global Enterprise. J Public Policy Adm. 2018;2(4):65-70. doi: 10.11648/j.jppa.20180204.14

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@article{10.11648/j.jppa.20180204.14,
  author = {Joel Bigley},
  title = {Self-Interest in a Global Enterprise},
  journal = {Journal of Public Policy and Administration},
  volume = {2},
  number = {4},
  pages = {65-70},
  doi = {10.11648/j.jppa.20180204.14},
  url = {https://doi.org/10.11648/j.jppa.20180204.14},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jppa.20180204.14},
  abstract = {Effective leadership talent tends to seek autonomous opportunities to achieve positive financial results within a profit-seeking organization. This study shows that a guided autonomy, driven by self-interest and augmented by resource complementarity in a network based production environment, accelerates the process of achieving profitable growth. Entities external to the organization can contribute to a balanced self-interest. For example, the corporate center can contribute to continuous growth by temporarily incubating growth opportunities, by sharing related resources between businesses, and by helping business units to select initiatives based on the long-term strategic plan for the firm. Even so, the corporate center must guide the organization balancing constraints and autonomy to leverage the growth benefits from self-interest. In this article a mixed method was used to collect data from an organization that successfully achieved growth during a significant transformational event. By paying attention to self-interest, leadership can leverage a powerful force in organizations. Conversely, neglecting it can result in failure to meet objectives.},
 year = {2018}
}

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TY  - JOUR
T1  - Self-Interest in a Global Enterprise
AU  - Joel Bigley
Y1  - 2018/12/25
PY  - 2018
N1  - https://doi.org/10.11648/j.jppa.20180204.14
DO  - 10.11648/j.jppa.20180204.14
T2  - Journal of Public Policy and Administration
JF  - Journal of Public Policy and Administration
JO  - Journal of Public Policy and Administration
SP  - 65
EP  - 70
PB  - Science Publishing Group
SN  - 2640-2696
UR  - https://doi.org/10.11648/j.jppa.20180204.14
AB  - Effective leadership talent tends to seek autonomous opportunities to achieve positive financial results within a profit-seeking organization. This study shows that a guided autonomy, driven by self-interest and augmented by resource complementarity in a network based production environment, accelerates the process of achieving profitable growth. Entities external to the organization can contribute to a balanced self-interest. For example, the corporate center can contribute to continuous growth by temporarily incubating growth opportunities, by sharing related resources between businesses, and by helping business units to select initiatives based on the long-term strategic plan for the firm. Even so, the corporate center must guide the organization balancing constraints and autonomy to leverage the growth benefits from self-interest. In this article a mixed method was used to collect data from an organization that successfully achieved growth during a significant transformational event. By paying attention to self-interest, leadership can leverage a powerful force in organizations. Conversely, neglecting it can result in failure to meet objectives.
VL  - 2
IS  - 4
ER  -

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