Linden, ErikErikLinden2023-04-132023-04-132021-09-20https://www.alexandria.unisg.ch/handle/20.500.14171/109931Research on Board of Directors (BoDs) tends to ignore fundamental questions about the BoD teams processes and strategy interactions. The few existing studies show that the link of these topics is essential for the functioning of the BoD team and the strategy process. Thus, I aim to explore how BoDs shape the strategy process. My primary research method is a multiple case study, leveraging access to three carefully selected BoD and Executive Management (EM) teams and their strategizing. I conduct 36 semi-structured interviews in combination with 25 pre- and 50 post-interview talks. I triangulate this data with archival data, including BoD meeting minutes and strategy- and organization-related documents, and own observations during regular BoD meetings, on-site visits, and formal and informal interactions of the BoD team. The findings of my dissertation are multifaceted. First, I find that an integrative Chairperson and a cooperative Chairperson-CEO relationship are important for enabling the entire BoD team to get involved and conduct more effective strategy interactions. Second, I note that the composition and structure of the BoD team are relevant for enhancing BoDs task performance, reducing blind spots in the strategy process, and increasing openness to strategic change. Third, I observe that a regular and open information exchange and a structured BoD-EM interface are crucial for making more informed decisions and having open, focused, and controversial discussions. Fourth, I discover that BoDs task performance and openness for strategic change is positively affected by conducting regular BoD meetings, reducing the dominance of the Chairperson or CEO in regular BoD meetings, and nurturing a balance in openness in strategy workshops. Additionally, I note that a balanced frequency and relevance of BoD committee meetings and informal strategy interactions reduce blind spots and promote openness for change. Through these findings, I contribute to scholarly research by analyzing BoD teams as strategizing teams with a multi-level study. In addition, by developing a comprehensive landscape of strategy interactions and a framework for BoDs strategizing, I eliminate the black box problems of existing studies. I draw links between BoD composition, structure, and processes and show how they affect strategic outcomes. Also, by developing precise checklists, I provide practitioners with hands-on tools to conduct a more effective strategy process in times of environmental change.enBoard of DirectorsTopmanagementUmweltveränderungEDIS-5124Board of DirectorsVerwaltungsratStrategie-InteraktionenStrategy InteractionsTop Management TeamsTop Management TeamEnvironmental ChangeStrategy ProcessStrategieprozessdoctoral thesis