In the context of a united Europe the influence of business knowledge has become increasingly relevant, as managers, employees and organisations have to learn new practices and techniques in response to new knowledge and institutions. This book addresses the way in which administrative knowledge is produced, diffused and consumed in Europe by academics, management gurus, publishing houses, consultants and practitioners. It also looks at its impact on European business systems and management practices.

In many companies, two or three executives jointly hold the responsibilities at the top-from the charismatic CEO who relies on the operational expertise of a COO, to co-CEOs who trust in inter-personal bonds to achieve professional results. Their collaboration is essential if they are to address the dilemmas of the top job and the demands of today's corporate governance. Sharing Executive Power examines the behaviour of such duos, trios and small teams, what roles their members play and how their professional and inter-personal relationships bind their work together. It answers some critical questions regarding when and how such power sharing units form and break up, how they perform and why they endure. Understanding their dynamics helps improve the design and composition of corporate power structures. The book is essential reading for academics, graduates, MBAs, and executives interested in enhancing teamwork and cooperation at the top.

In the context of a united Europe the influence of business knowledge has become increasingly relevant, as managers, employees and organisations have to learn new practices and techniques in response to new knowledge and institutions. This book addresses the way in which administrative knowledge is produced, diffused and consumed in Europe by academics, management gurus, publishing houses, consultants and practitioners. It also looks at its impact on European business systems and management practices.

In many companies, two or three executives jointly hold the responsibilities at the top-from the charismatic CEO who relies on the operational expertise of a COO, to co-CEOs who trust in inter-personal bonds to achieve professional results. Their collaboration is essential if they are to address the dilemmas of the top job and the demands of today's corporate governance. Sharing Executive Power examines the behaviour of such duos, trios and small teams, what roles their members play and how their professional and inter-personal relationships bind their work together. It answers some critical questions regarding when and how such power sharing units form and break up, how they perform and why they endure. Understanding their dynamics helps improve the design and composition of corporate power structures. The book is essential reading for academics, graduates, MBAs, and executives interested in enhancing teamwork and cooperation at the top.

This book is about changing corporate power structures. Over the last two decades, we have seen a distinct transformation of the 'C-suite'- a term denoting the most important senior executives in an organization - characterized by the proliferation of and variation in new Chief X Officer (CXO) roles, in which X stands for a specific domain such as sustainability, communication, digital, human resources, finance, or many alternatives. By exploring the emergence and evolution of these CXO positions, Jose Luis Alvarez and Silviya Svejenova examine the evolving ways in which power at the apex of complex organizations is structured through roles and relationships, in anticipation of and in response to diverse contingencies and interests. The book develops a theoretical account, combined with a rich empirical illustration, of the C-suite's transformation to enhance our understanding of these elites' new command posts, sources of expertise and identity, competition and collaboration, and ways of getting things done. In doing so, it extends the political perspective of organizations which has largely overlooked the changing design of executive power and the action means of senior executives, who have more leeway to construct their roles than managers at any other organizational layer. It is in moments of structural transformations, such as the ongoing incorporation to executive committees of a plethora of new CXO roles, that the political model of organizations is better revealed and assessed.