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Dissertation
Executive/board power and politics in strategic decision making
Doctor of Philosophy (Ph.D.), Drexel University
1996
DOI:
https://doi.org/10.17918/00008476
Abstract
Corporate governance should benefit from increasing board involvement in the strategic decision process (SDP). However, little is known about board participation in this process. Power and politics between board members and executive directors in the SDP are studied using 140 senior officers in 17 Arts, Cultural, and Historical organizations in the Philadelphia-Delaware Valley area. Examined are two sets of relationships. The first set is between power (i.e. influence) and politics (i.e. collaborative or competitive behaviors) in five phases of the SDP (issue identification, alternative development, alternative evaluation and choice, implementation, and evaluation of results). Executive directors and board members share power; no relationships between power and politics are found. The second set of relationships is between politics and six outcome measures (quality, speed, goal achievement, average working capital, average working capital ratio, and unrestricted funds). Quality and speed are strongly related to collaborative politics; goal achievement and unrestricted funds are weakly associated with collaborative politics. I find no relationships between politics and either working capital measure.
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Details
- Title
- Executive/board power and politics in strategic decision making
- Creators
- Claire A. Simmers
- Contributors
- Sidney W. Hess (Advisor) - Drexel University, Drexel University (1970-)
- Awarding Institution
- Drexel University
- Degree Awarded
- Doctor of Philosophy (Ph.D.)
- Publisher
- Drexel University; Philadelphia, Pennsylvania
- Number of pages
- xi, 228 pages
- Resource Type
- Dissertation
- Language
- English
- Academic Unit
- College of Business (and) Administration (1970-1999); Drexel University
- Other Identifier
- 991021888992504721