Lessons from the Banking Crisis : Leadership and Effective Board Behaviors

Seeking input when the train has left the station: The decoupling of participative strategic decision-making processes and the role of new technology in symbolic management

“…In particular, scholars have given a little consideration to how firm leaders may enact decision-making processes that align the firm with culturally sanctioned purposes, or how rhetoric about decision making in leaders’ communications with external constituents may be decoupled from actual processes. The potential for symbolic action in this domain is important, as institutional investors have exerted increased pressure on top management to ensure the quality of strategic decision-making processes, in part due to a widespread perception that the great recession of 2008 was deepened by excessive risk taking in the executive suite (Halton, 2016; Minow, 2016). As institutional investors became more concerned about the quality of strategic decision-making, security analysts began probing top managers for information about their decision-making process, rather than merely inquiring about individual policies (Minow, 2016).…”