Self-Interest in a Global Enterprise
Journal of Public Policy and Administration
Volume 2, Issue 4, December 2018, Pages: 65-70
Received: Oct. 27, 2018; Accepted: Nov. 20, 2018; Published: Dec. 25, 2018
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Joel Bigley, Jabs School of Business, California Baptist University, Riverside, USA
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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.
Autonomy, Capital, Lateral Integrative Mechanisms, Financial Algorithm, Corporate Guidance
To cite this article
Joel Bigley, Self-Interest in a Global Enterprise, Journal of Public Policy and Administration. Vol. 2, No. 4, 2018, pp. 65-70. doi: 10.11648/j.jppa.20180204.14
Copyright © 2018 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License ( which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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