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How does leadership manage network-level tensions in a turbulent environment? : A case study on the Antwerp Fire Service Network Leadership during the COVID-19 pandemic

Author

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  • van den Oord, Steven

    (Tilburg University, School of Economics and Management)

  • Marynissen, Hugo
  • De Block, Matthieu
  • Brugghemans, Bert
  • Cambre, Bart
  • Kenis, Patrick

    (Tilburg University, School of Economics and Management)

Abstract

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Suggested Citation

  • van den Oord, Steven & Marynissen, Hugo & De Block, Matthieu & Brugghemans, Bert & Cambre, Bart & Kenis, Patrick, 2023. "How does leadership manage network-level tensions in a turbulent environment? : A case study on the Antwerp Fire Service Network Leadership during the COVID-19 pandemic," Other publications TiSEM 239ee83e-400d-4605-a0e8-e, Tilburg University, School of Economics and Management.
    • Handle: RePEc:tiu:tiutis:239ee83e-400d-4605-a0e8-e9a74de285bf
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    References listed on IDEAS

    as
    1. Mark de Rond & Hamid Bouchikhi, 2004. "On the Dialectics of Strategic Alliances," Organization Science, INFORMS, vol. 15(1), pages 56-69, February.
    2. Siv Vangen & Nik Winchester, 2014. "Managing Cultural Diversity in Collaborations: A focus on management tensions," Public Management Review, Taylor & Francis Journals, vol. 16(5), pages 686-707, June.
    3. Karl E. Weick, 1988. "Enacted Sensemaking In Crisis Situations[1]," Journal of Management Studies, Wiley Blackwell, vol. 25(4), pages 305-317, July.
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