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Do Strategists Matter? Sources and Consequences of Chief Strategy Officer's Perceived Discretion
ISSN
0065-0668
Type
conference paper
Date Issued
2014-08-01
Author(s)
Abstract
In our study, we develop and test a conceptual model of the individual-level sources and consequences of the chief strategy officer's (CSO's) perceived discretion in different organizational situations. Using archival and unique survey data of 121 CSOs of European firms, we find that the variation in the perceptions of discretion is partially a consequence of the CSO's structural and expert power as well as of the CSO's cultural power distance. We also find that the CSO's perceived discretion negatively affects firm performance, however, only in situations in which the CSO actually has little discretion. The study contributes to research on managerial discretion by extending the analysis to the individual level and by considering the discretion of an important senior executive other than the CEO.
Language
English
Keywords
Managerial discretion
power
chief strategy officer
top management team
decision-making
managerial cognition
HSG Classification
contribution to scientific community
HSG Profile Area
SoM - Responsible Corporate Competitiveness (RoCC)
Refereed
Yes
Book title
Academy of Management Annual Meeting Proceedings. 2014
Publisher
Academy of Management
Start page
38
Event Title
74th Academy of Management Annual Meeting (AOM) 2014 "The Power of Words"
Event Location
Philadelphia, PA
Event Date
01-05.08.2014
Subject(s)
Eprints ID
231159