City Research Online

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.

Publication 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
Publisher 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
Departments:	Bayes Business School > Management
SWORD Depositor:	Symplectic Administrator

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