CEO Advice Seeking: An Integrative Framework and Future Research Agenda

Ma, Shenghui; Kor, Yasemin Y.; Seidl, David

doi:10.1177/0149206319885430

Cited by 44 publications

(55 citation statements)

References 135 publications

(391 reference statements)

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“…When discussing strategic involvement and actions, a particular focus needs to be placed on the interactions of the chairman and the CEO, who are the most influential and important actors for the long-term success of organizations ( Ma et al, 2019 ; Nadler, 2004 ). Like the dialogue with stakeholders, this includes introducing more formal as well as informal strategy interactions for exchanging ideas and thoughts on recent changes in the environment and developing strategic initiatives or programs.…”

Section: Theories Of Long-term Planning In Times Of Environmental Uncmentioning

confidence: 99%

Pandemics and environmental shocks: What aviation managers should learn from COVID-19 for long-term planning

Linden

2021

Journal of Air Transport Management

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This article gives guidance to aviation managers being struck by environmental shocks. The introduced frameworks support aviation managers to think strategically during times of shocks and help them to prepare for future shocks by developing more resilient and learning organizations. Practical, short-term recommendations include strategically orienting or reorienting and not exaggerating the current, short-term developments due to unproductive uncertainty. Further, and to prepare for future shocks, the results of this study suggest that aviation managers should develop a common strategy language, introduce uncertainty as a standard factor for long-term planning, manage uncertainty proactively and make long-term plans accordingly by fostering a dialogue with various stake- and shareholders, being aware of the strategy tools in use, making the board a co-creating team and introducing a three-step process in sensing, seizing and transforming the organization accordingly.

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Section: Theories Of Long-term Planning In Times Of Environmental Uncmentioning

confidence: 99%

Pandemics and environmental shocks: What aviation managers should learn from COVID-19 for long-term planning

Linden

2021

Journal of Air Transport Management

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“…In doing so, we adopted an integrative framework (see Figure 2) for exhibiting and analyzing the configuration and role of the board chair based on an Input‐Process‐Outcome‐Contexts model. Adopting this framework, we were inspired by several recent comprehensive literature review articles in the areas of management and governance research (e.g., Åberg et al, 2019; Ma et al, 2019; Steffensen et al, 2019). In line with this previous scholarship, the configuration section presents articles that discuss how the board chair position has been constructed mostly from a dichotomous perspective of duality or the separation of the role as board chair and CEO.…”

Section: Scope Of the Reviewmentioning

confidence: 99%

“…Our literature review identifies and analyzes 234 articles published in 66 academic journals from 1980 to 2020 (June). To identify, categorize, and discuss specific research findings in the literature review, we follow the practice of structuring the literature review according to an Input‐Process‐Outcome‐Contexts framework (e.g., Åberg, Bankewitz, & Knockaert, 2019; Ma, Kor, & Seidl, 2019; Steffensen, Ellen, Wang, & Ferris, 2019).…”

Section: Introductionmentioning

confidence: 99%

The role of the board chair—A literature review and suggestions for future research

Banerjee

Nordqvist

Hellerstedt

2020

Corporate Governance

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Research Question/Issue: The role of the board chair has become increasingly complex in recent decades. Research on corporate governance has called for and has initiated the pursuit of more research for the purpose of creating a better understanding of the role of board chairs. We reviewed 234 academic articles published in 66 journals, structured the existing research according to an Input-Process-Outcome-Contexts framework, and provided a future research agenda for studies on the role of the board chair. Research Findings/Insights: Our review reveals that the number of published studies on the position of the board chair has grown over the last two decades. Although extant research is dominated by quantitative studies exploring the impact of the board chair position on financial performance, frequently drawing on agency and stewardship theory, recent work has moved beyond this focus and has added valuable insights. The Input-Process-Outcome-Contexts framework used to structure the extant research reveals that future research should pursue topics related to all components of the framework and that opportunities exist to draw from a broader set of theories. Theoretical/Academic Implications: Based on the framework, we formulate seven specific research topics that can add valuable insights into the role of the board chair and suggest theories that can help inform research pursuing these topics. Taken together, these topics have the potential to create valuable insights into how board chairs are appointed, develop competencies, and interact and work with the CEO, the top management team, the board, and other stakeholders while acknowledging the influence of contextual factors, such as ownership, diversity, the firm's development stage, and external events and trends. Practitioner/Policy Implications: Our review shows a growing global movement toward prescribing more corporate governance regulations and separating the positions of the board chair and the CEO. We show that many aspects need to be considered when choosing a governance configuration and when appointing a board chair because this role is becoming increasingly demanding.

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“…We are not very well served by understanding who makes the best use of advice and how they do so, both in the immediate term in the long term save for some custom and practice suggestions (Garvin andMargolis 2015, Ciampa 2006). Some research theorizing the mechanisms within the advice process has begun (Ma et al 2020).…”

Section: Gapsmentioning

confidence: 99%

“…However, the understanding of advice is often too narrowly conceived with the concept of advice as an input into the decision-making process rather than a more complex process (Strike, Michel andKammerlander 2018, Ma, Kor andSeidl 2020). This narrative literature review presents a comprehensive background of the business advice literature.…”

mentioning

confidence: 99%