Our within firm research on Freedom-form companies and on the leaders who builtthem illustrates how such work and its results sharing with managers can leadto mutually beneficial collaborative networks between scholars and CEOs. Ourresearch’s intellectual roots extend to the 1960s’ work of McGregor, Argyris, and Likertwho believed in collaboration between scholars and executives to facilitate theadoption of their organizational approaches. We have initiated a similar collaborationand illustrate it in this article. We conclude by reflecting on how our exposure to the pioneering organizational scholarship of the 1960s led to our engagement intransformational scholarship (Oliver, 2010).
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