استراتژی تعیین و بررسی: برهم زدن اختلاف بین مدیران اجرایی
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استراتژی تعیین و بررسی: برهم زدن اختلاف بین مدیران اجرایی

عنوان فارسی مقاله: استراتژی تعیین و بررسی: برهم زدن اختلاف بین مدیران اجرایی و هیئت مدیره
عنوان انگلیسی مقاله: Setting and vetting strategy: Bridging the chasm between CEOs and boards
مجله/کنفرانس: افق های تجاری - Business Horizons
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت اجرایی
کلمات کلیدی فارسی: استراتژی ناشی از پشتکار؛ حاکمیت شرکتی؛ استراتژی سازمانی؛ جلسات استراتژیک
کلمات کلیدی انگلیسی: Strategy due diligence، Corporate governance، Organizational strategy، Strategy meetings
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master Journal List - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.bushor.2018.05.003
دانشگاه: Edwards School of Business - University of Saskatchewan - Saskatoon - Canada
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2018
ایمپکت فاکتور: 3/86 در سال 2017
شاخص H_index: 62 در سال 2019
شاخص SJR: 1/24 در سال 2017
شناسه ISSN: 0007-6813
شاخص Quartile (چارک): Q1 در سال 2017
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 10
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: خیر
کد محصول: E10691
فهرست انگلیسی مطالب

Abstract


1- A challenge for the board


2- Why boards fail to set and vet strategy


3- Framework for directors to understand strategy


4- Three questions for directors to vet strategy


5- The board’s strategy vetting process


6- Final summary


References

نمونه متن انگلیسی مقاله

Abstract


One of directors’ key fiduciary duties is to set the firm’s direction and then vet the strategy proposed by the CEO. Despite this, McKinsey reports that the majority of directors feel they do not understand their firm’s strategy, and even if they do understand it, they do not feel they have the desired impact on their firm’s strategy. This article argues that this shortfall stems from a failure to cross the chasm between CEOs and directors. We propose a framework to bridge this gap and assist board members to better understand and vet their firm’s strategy.


A challenge for the board


One significant challenge for board members is to vet their firms’ strategies adequately (National Association of Corporate Directors, 2014). This challenge stems from the fact that directors lack either meaningful opportunities to participate in the strategy process or information to make a significant impact. This article reviews the reasons boards often fail to vet their firms’ strategies effectively and then proposes a set of steps for CEOs and board members to follow. The proposed strategy setting and vetting process involves boards critically reviewing the CEOs’ answers to three strategy questions: (1) Where is the firm today? (2) Where does the firm want to go? (3) How can the firm get there? Using our proposed 5Ps framework to actively work through these questions with CEOs ensures that directors effectively perform due diligence on their firms’ strategy. Helping directors’ bridge the process and informational chasm improves the quality of their firms’ strategies (De Kluyver, 2013; Nadler, 2004) and firm performance (Zhu, Wang, & Bart, 2016). In addition, increasing director engagement in the strategy process enhances director buy-in and their satisfaction as board members (Bhagat & Kehoe, 2014; Nadler, 2004). While the proposed strategy setting and vetting steps involve additional effort from CEOs, it also benefits CEOs as increased directors’ buy-in and satisfaction also increases CEO tenures (Felton & Fritz, 2005; Kerr & Werther, 2008).

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