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.

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.

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.

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.