Exploring the political side of board involvement in strategy: A study of mixed-ownership institutions

Ravasi, D. & Zattoni, A. (2006). Exploring the political side of board involvement in strategy: A study of mixed-ownership institutions. Journal of Management Studies, 43(8), pp. 1671-1702. doi: 10.1111/j.1467-6486.2006.00659.x

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Abstract

This article reports on a comparative study of strategic decision-making and board functioning in nine firms. Findings indicate that the heterogeneity of interests represented on the board, members' possession of relevant knowledge, and the presence of ex-ante conflict resolution mechanisms combine in shaping if and how board members engage in strategy-related activities and how strategic decisions are taken. Findings extend current understandings about the strategic functions of the board (monitoring, advice, and resource-dependence), suggesting how, under certain conditions, boards may act as negotiation forums where directors search for a reconciliation between diverging shareholders' interests and views.

Item Type: Article
Additional Information: This is the accepted version of the following article: Ravasi, D. and Zattoni, A. (2006), Exploring the Political Side of Board Involvement in Strategy: A Study of Mixed-Ownership Institutions. Journal of Management Studies, 43: 1671–1702., which has been published in final form at http://dx.doi.org/10.1111/j.1467-6486.2006.00659.x
Uncontrolled Keywords: boards of directors, board involvement in strategy, interests, politics, strategic decisions
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Cass Business School > Faculty of Management
URI: http://openaccess.city.ac.uk/id/eprint/4610

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