Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership

Doorn, Sebastiaan van; Heyden, Mariano L.M.; Reimer, Marko; Buyl, Tine; Volberda, Henk

doi:10.1016/j.lrp.2022.102214

Cited by 25 publications

(12 citation statements)

References 166 publications

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“…In recent literature, there has been growing awareness of the importance of the interfaces of the top management team to enable strategic decisions for positive organizational outcomes (Ma et al. , 2021; Van Doorn et al. , 2022).…”

Section: Resultsmentioning

confidence: 99%

“…These in turn drive organizational performance (Ma et al, 2021). Moreover, it is the varying top management team interfaces and dominant coalitions that constitute strategic leadership and that determine organizational outcomes (Van Doorn et al, 2022). For instance, organizational performance is often dependent on the influence of the CEO and the comprehensiveness of the decision process (Friedman and Carmeli, 2022).…”

Section: Literature Review Upper Echelons Theory and Strategic Leader...mentioning

confidence: 99%

“…Interpersonal consequences. In recent literature, there has been growing awareness of the importance of the interfaces of the top management team to enable strategic decisions for positive organizational outcomes (Ma et al, 2021;Van Doorn et al, 2022). The second category of consequences of indecision that the participants raised showed the effect of indecision on these interpersonal connections.…”

Section: Strategic Leader Indecisionmentioning

confidence: 99%

“…, 2021). Moreover, it is the varying top management team interfaces and dominant coalitions that constitute strategic leadership and that determine organizational outcomes (Van Doorn et al. , 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

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Drivers and consequences of strategic leader indecision: an exploratory study in a complex case

Motloung,

Lew

2023

LODJ

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PurposeThe research explores indecision of strategic leaders in a complex case organization. This research offers new insights into the drivers of indecision of upper echelons decision-makers and explores the perceived consequences of the decision-makers' indecision.Design/methodology/approachFollowing a review of literature on upper echelons theory and strategic decision-making, indecision and the antecedents and consequences of indecision, the research follows a qualitative exploratory design. Semi-structured interviews were conducted among 20 upper echelons decision-makers with responsibility across 19 Sub-Saharan African countries in a case company. Thematic analysis was used to analyze the data.FindingsThe findings reveal that specific organizational, interpersonal and personal factors work together to drive strategic leader indecision in a complex organization. Strategic leader indecision brings about several negative organizational consequences and demotivates team members.Research limitations/implicationsThe findings are based on a single-case exploratory design but represent geographical diversity.Practical implicationsThe research cautions organizations to deal with the drivers of strategic leader indecision to help avoid potential negative consequences of stifled organizational performance and team demotivation.Originality/valueThe study offers previously unknown insights into strategic leader indecision. This study builds on current literature on the antecedents and consequences of indecision and has a new research setting of strategic leader indecision in a complex organization.

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Section: Resultsmentioning

confidence: 99%

Section: Literature Review Upper Echelons Theory and Strategic Leader...mentioning

confidence: 99%

Section: Strategic Leader Indecisionmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

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Drivers and consequences of strategic leader indecision: an exploratory study in a complex case

Motloung,

Lew

2023

LODJ

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“…First, the controller role has been evidenced as one of the organizational functions at the front line of automation processes (Richins et al, 2017). Studies have shown that middle managers in the accounting and controlling unit are substantially affected by the proliferation of automation technology -due to the centrality of the accounting function for the organization and its future strategic orientation (Bhimani and Willcocks, 2014;Warren Jr et al, 2015). Second, research has evidenced that controllers' task contexts balance both formal-and substantive-rational tasks (Weber, 2011).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Opportunity or Threat? Exploring Middle Manager Roles in the Face of Digital Transformation

Doorn

Georgakakis

Oehmichen³

et al. 2022

J Management Studies

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https://eprints.whiterose.ac.uk/ ReuseThis article is distributed under the terms of the Creative Commons Attribution-NonCommercial (CC BY-NC) licence. This licence allows you to remix, tweak, and build upon this work non-commercially, and any new works must also acknowledge the authors and be non-commercial. You don't have to license any derivative works on the same terms. More information and the full terms of the licence here: https://creativecommons.org/licenses/

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A CEO’s Future Temporal Depth and Organizational Resilience

Weis

Klarner

2022

Schmalenbach J Bus Res

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Scholars have long investigated the organizational antecedents of resilience, but less is known about CEO-level antecedents. This is surprising, since upper echelons research suggests that a CEO influences major firm decisions. Addressing this gap in our knowledge, we suggest that a CEO prepares for and adjusts to unexpected events in the environment on the basis of the individual future temporal depth (FTD). It reflects the temporal distance into the future that a CEO usually takes into consideration when contemplating future events. Our study of CEOs of 462 S&P500 firms during the Global Financial Crisis and the COVID-19 pandemic shows that a CEO’s longer FTD is associated with less severe economic losses but with a longer recovery time from adversity. If such a CEO can draw on a functionally diverse TMT, the losses are less severe, while prior organizational crisis experience reduces the recovery time. Our paper contributes to organizational resilience research by uncovering its cognitive underpinnings and offering a contextual learning perspective on organizational resilience. We also contribute to upper echelons research by unveiling a CEO’s role in preparing for and adjusting to adversity.

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Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership

Cited by 25 publications

References 166 publications

Drivers and consequences of strategic leader indecision: an exploratory study in a complex case

Drivers and consequences of strategic leader indecision: an exploratory study in a complex case

Opportunity or Threat? Exploring Middle Manager Roles in the Face of Digital Transformation

A CEO’s Future Temporal Depth and Organizational Resilience

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