Session 205

Strategy Making Dynamics

Track H

Date: Monday, September 22, 2014

Track J

Time: 08:00 – 09:15

Paper

Room: Londres


Session Chair:

  • Chet Miller, University of Houston

Title: A Dispersed Process Strategy-Making: Studies on Ecologies of Electric Mobility

Authors

  • Erwin Hettich, University of St. Gallen

Abstract: This study examines the interorganizational strategy process as documented by two case ecologies within the emerging domain of electric mobility. We argue that interorganizational strategy-making oscillates between meta- and firm-level and unfolds within constructed strategic arenas through an ongoing negotiation between dispersed actors. We report findings about strategic activity that seems to compensate for the absence of hierarchical structures and authorities as present in collaborative arrangements. Our study also points towards the salient roles of individuals in building common strategies by linking actors that are spread across ecologies, as well as giving “voice and face” to interorganizational endeavors.

Title: Effects of Strategic Dissent Among Senior Managers: A Meta-analytic Assessment of Four Decades of Research

Authors

  • Codou Samba, University of Houston
  • Chet Miller, University of Houston
  • Daan van Knippenberg, Erasmus University-Rotterdam

Abstract: Senior managers set tone and direction. These managers, however, often disagree over fundamental issues related to strategic positioning of the firm, and such dissent could have important implications for firm functioning and outcomes. Unfortunately, past research has not provided consistent findings or clear insight into the possible effects of managerial dissent. To address this situation, a quantitative synthesis of past research was undertaken. Using a mediated path-analytic approach, our results clearly suggest negative effects. In more specific terms, the results suggest negative effects on information elaboration and interpersonal relations among senior managers, with these two process variables in turn affecting the quality of strategic decisions. Decision quality then affects firm performance. Overall, benefits assumed to exist by many are not present in the research aggregation.

Title: Speak Up! Enhancing Risk Performance with Enterprise Risk Management, Leadership Style and Employee Voice

Authors

  • Johanna Sax, Copenhagen Business School
  • Simon S. Torp, Aarhus University

Abstract: More and more firms employ systematic risk management systems such as Enterprise Risk Management to keep up with fast changing environments. At the same time, risk management scholars and practitioners recognize the importance of middle and lower-level employees’ voice to ERM’s success. To harness employee voice firms need a supportive risk management culture in addition to these formal processes. This study identifies participative leadership style and psychological safety for voice as two important contextual factors for creating supportive risk management culture. Drawing on a survey on 170 of the largest firms in Denmark, we find support for the proposition that formal ERM processes are important for risk performance and this relationship is improved by participative leadership style.

Title: TMT Heterogeneity and Decision Quality: The Mediating Role of Information Exchange

Authors

  • Sigrid Gschmack, WHU – Otto Beisheim School of Management
  • Marko Reimer, WHU - Otto Beisheim School of Management
  • Utz Schaeffer, WHU - Otto Beisheim School of Management

Abstract: In this study we investigate the information exchange between top management and middle management as a mediator between TMT heterogeneity and decision quality. Based on survey data of middle managers in German family firms we find that higher levels of TMT heterogeneity positively stimulate the information exchange between top management and middle management in strategic decision-making which in turn lead to higher decision quality perceived by middle managers. Given the relevance of the perceived decision quality for strategy implementation and finally firm performance our study contributes to the discussion on the ‘black box’ of strategic decision-making. Moreover, it highlights the differential effects of the bi-directional information flow between top management and middle management on perceived decision quality.

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 311: The Power of Power: The Role of Power and Politics in Strategy Processes
Sun: 09:30 – 10:45
Session 312: Contributing to Strategy Process Scholarship and to the SMS Community: Honoring Steve Floyd and Bill Wooldridge
Sun: 11:15 – 12:30
Session 284: The Strategic Process and Competitive Dynamics of Industry Convergence
Sun: 15:45 – 17:00
Session 203: Acquisition Implementation
Sun: 17:15 – 18:30
Session 604: Strategy Process IG Business Meeting
Mon: 08:00 – 09:15
Session 205: Strategy Making Dynamics
Mon: 14:45 – 16:00
Session 204: Strategic Change and Adaptation Processes
Session 437: Corporate Structure, Resource allocation, and Portfolio planning
Mon: 16:30 – 17:45
Session 206: The Role of Middle Managers in Strategy Processes
Session 211: Knowledge Transfer and Learning
Tue: 11:00 – 12:15
Session 209: Design Issues: Tasks, Control and Risk
Tue: 15:30 – 16:45
Session 208: Interactions, Recombination and Adaptation Processes
Tue: 17:15 – 18:30
Session 207: TMTs, Strategic Planning and Agenda Building

All Sessions in Track J...

Sun: 08:00 – 09:15
Session 252: Trends in Qualitative Strategy Research
Sun: 11:15 – 12:30
Session 392: Non-market Strategy Practice and Competitive Advantage
Sun: 17:15 – 18:30
Session 606: Strategy Practice IG Business Meeting
Mon: 08:00 – 09:15
Session 205: Strategy Making Dynamics
Session 338: Making Strategy, Strategic Change and the Role of Sensemaking and Sensegiving
Mon: 11:00 – 12:15
Session 340: Strategy Practice and Micro-foundations
Mon: 16:30 – 17:45
Session 206: The Role of Middle Managers in Strategy Processes
Session 344: Paradoxical Tensions and Innovative Strategies
Tue: 08:00 – 09:15
Session 345: Social Interaction and Boundaries in Strategy Practice
Tue: 11:00 – 12:15
Session 347: Critical Issues in Strategic Action
Tue: 15:30 – 16:45
Session 346: Management and Strategy Practices Reconsidered


Strategic Management Society

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