How Firms Substitute for Authority in Strategic Decision-Making

Magdalena Dobrajska; Stephan Billinger; Markus C. Becker

How Firms Substitute for Authority in Strategic Decision-Making

Magdalena Dobrajska, Stephan Billinger, Markus C. Becker

Publikation: Konferencebidrag › Paper › Forskning › peer review

Abstrakt

Strategic decisions are often made by multiple organizational members who form decision-making structures specialized for a given strategic decision. We study a series of strategic decisions in a business unit of a global Fortune 500 firm, identifying for each decision the hierarchical and departmental positions of all participating organizational members. We find that firms substitute between different structural components in decision-making structures to combine hierarchical authority with cross-departmental coordination and redundant knowledge. This substitution between structural components takes place in response to changes in decision characteristics, including decision complexity, decision importance, CEO proximity, and the degree to which a decision is routine. We show various manifestations of the substitution mechanism and discuss implications for strategic decision-making.

Originalsprog	Engelsk
Publikationsdato	2016
Antal sider	40
Status	Udgivet - 2016
Begivenhed	The Academy of Management Annual Meeting 2016: Making Organizations Meaningful - Anaheim, USA Varighed: 5 aug. 2016 → 9 aug. 2016 Konferencens nummer: 76 http://aom.org/annualmeeting/

Konference

Konference	The Academy of Management Annual Meeting 2016
Nummer	76
Land	USA
By	Anaheim
Periode	05/08/2016 → 09/08/2016
Internetadresse	http://aom.org/annualmeeting/

Citationsformater

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title = "How Firms Substitute for Authority in Strategic Decision-Making",

abstract = "Strategic decisions are often made by multiple organizational members who form decision-making structures specialized for a given strategic decision. We study a series of strategic decisions in a business unit of a global Fortune 500 firm, identifying for each decision the hierarchical and departmental positions of all participating organizational members. We find that firms substitute between different structural components in decision-making structures to combine hierarchical authority with cross-departmental coordination and redundant knowledge. This substitution between structural components takes place in response to changes in decision characteristics, including decision complexity, decision importance, CEO proximity, and the degree to which a decision is routine. We show various manifestations of the substitution mechanism and discuss implications for strategic decision-making.",

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TY - CONF

T1 - How Firms Substitute for Authority in Strategic Decision-Making

AU - Dobrajska, Magdalena

AU - Billinger, Stephan

AU - Becker, Markus C.

N1 - Conference code: 76

PY - 2016

Y1 - 2016

N2 - Strategic decisions are often made by multiple organizational members who form decision-making structures specialized for a given strategic decision. We study a series of strategic decisions in a business unit of a global Fortune 500 firm, identifying for each decision the hierarchical and departmental positions of all participating organizational members. We find that firms substitute between different structural components in decision-making structures to combine hierarchical authority with cross-departmental coordination and redundant knowledge. This substitution between structural components takes place in response to changes in decision characteristics, including decision complexity, decision importance, CEO proximity, and the degree to which a decision is routine. We show various manifestations of the substitution mechanism and discuss implications for strategic decision-making.

AB - Strategic decisions are often made by multiple organizational members who form decision-making structures specialized for a given strategic decision. We study a series of strategic decisions in a business unit of a global Fortune 500 firm, identifying for each decision the hierarchical and departmental positions of all participating organizational members. We find that firms substitute between different structural components in decision-making structures to combine hierarchical authority with cross-departmental coordination and redundant knowledge. This substitution between structural components takes place in response to changes in decision characteristics, including decision complexity, decision importance, CEO proximity, and the degree to which a decision is routine. We show various manifestations of the substitution mechanism and discuss implications for strategic decision-making.

M3 - Paper

Y2 - 5 August 2016 through 9 August 2016

ER -