Christine Scheef
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Prof. Dr.
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Scheef
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Christine
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christine.scheef@unisg.ch
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+41 71 224 71 36
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  • Publication
    Powerplay in the C-Suite: How the Chief Strategy Officer's Perceived Discretion is Constrained by other Top Managers
    (European Academy of Management, 2015-06-18)
    Scheef, Christine
    ;
    Menz, Markus
    Chief strategy officers (CSOs) often perceive a varying degree of managerial discretion. We develop and test a model on how structural, expert, and prestige power affect the CSO's perception of discretion across different decision domains and its consequences for the firm's strategy. Using archival and unique survey data of 116 CSOs of European firms, we find some support for these relationships, however, notably, reveal that these effects depend on the power of other top managers, specifically the CEO and the chief operating officer (COO). By considering individual-level differences in the CSO's perception of discretion as well as the powerplay with other top managers, the study contributes to research on managerial discretion and functional top managers.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/106284
  • Publication
    Do Strategists Matter? Sources and Consequences of Chief Strategy Officer's Perceived Discretion
    (Academy of Management, 2014-08-01)
    Scheef, Christine
    ;
    Menz, Markus
    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.
    Type: conference paper
    DOI: 10.5465/AMBPP.2014.16414abstract
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/86577
  • Publication
    I’ve Got the Power! Chief Strategy Officer’s Influence Within the Firm
    (Strategic Management Society, 2014-06-15)
    Scheef, Christine
    ;
    Menz, Markus
    We build on intraorganizational power literature to study the influence of the chief strategy officer (CSO) within organizations. We argue that the CSO's individual characteristics - structural power, expert power, and prestige power - as well as institutional forces of the firm's environment - cultural power distance and industry power level - affect the extent of the CSO's actual power over a broad range of strategic decisions. Further, we hypothesize that the CSO's actual power is positively associated with firm performance. An analysis of survey and archival data of 104 European firms reveals that the host country's cultural power distance and the industry's power level, however, not the CSO's individual characteristics, determine the CSO's actual power within the firm. Moreover, we find that firms benefit from powerful CSOs.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/86764