Mary Crossan
Mary Crossan is Professor of Strategic Management and the Taylor/Mingay Chair in Business Policy at the Richard Ivey School of Business, University of Western Ontario.
Articles by this Author:
Developing Leadership Character
by Mary Crossan, Jeffrey Gandz, and Gerard Seijts | January / February 2012
The sum of virtues, values and traits equals good character, which, in addition to competence and commitment, is one of the 3 ingredients that make a leader effective and respected. For many, however, virtues, values and traits remain indefinable,...
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Relying on external knowledge for competitive advantage: Why it might not work
by David Loree, Hari Bapuji, and Mary Crossan | May / June 2011
While existing research suggests that firms create breakthrough innovations by acquiring external knowledge and applying it to their particular situation, it also underscores the difficulties in doing so. The question for managers is this: Does applying knowledge that has...
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COPING WITH COMPLEXITY
by Gerard Seijts, Mary Crossan, and Niels Billou | May / June 2010
Coping with the complexity of today’s business environment is not about predicting the future or reducing risk. It’s about building the capacity, in yourself, your people, and the organization to adapt continuously and learn speedily, in order to maximize the...
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THE CROSS-ENTERPRISE LEADER
by Gerard Seijts, Jeffrey Gandz, and Mary Crossan | July / August 2008
Visualize a leader with virtues such as courage and integrity, as well as five key types of intelligence, and you’ve got a clear picture of the cross-enterprise leader. So equipped, such a leader has what it takes to adopt the...
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CROSS-ENTERPRISE LEADERSHIP: A NEW APPROACH TO MANAGING IN THE 21st CENTURY
by Fernando Olivera and Mary Crossan | May / June 2006
While the environment of business has become global and more complex, the organization as we know it has remained static and hierarchical. What’s needed is a dynamic “enterprise”, one that bases leadership and managing on a broad, issues-based platform, not...
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