Kelly, James and Gennard, John (2007) Business strategic decision making: the role and influence of directors. Human Resource Management Journal, 17 (2). pp. 99-117. ISSN 0954-5395Full text not available in this repository. (Request a copy from the Strathclyde author)
Drawing on interviews with HR, finance and marketing directors, this article examines the locus of strategic decision making in organisations, who makes those decisions and the characteristics and competencies of strategic decision makers. The article finds that strategic formulation takes place in the Chief Executive Officer Group (CEOG). Board of director membership is unnecessary to be influential on the strategic decisions made in organisations. The article also concludes that even if directors are not members of the main board of directors and/or of the CEOG, there exists in organisations informal channels through which they can exert influence in the formulation of strategy. A third conclusion is that strategic decision makers are business-focused general managers rather than advocates of their management speciality. The article concludes by considering the implications of its findings for management education and for the research agenda and management academics.
|Keywords:||business, strategy, decision making, directors, human resource, management, Management. Industrial Management, Organizational Behavior and Human Resource Management|
|Subjects:||Social Sciences > Industries. Land use. Labor > Management. Industrial Management|
|Department:||Strathclyde Business School > Human Resource Management|
|Depositing user:||Strathprints Administrator|
|Date Deposited:||19 Jan 2008|
|Last modified:||11 Nov 2016 03:34|