Keywords
Citation
(2006), "A CEO-adviser model of strategic decision making", Strategic Direction, Vol. 22 No. 4. https://doi.org/10.1108/sd.2006.05622dad.006
Publisher
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited
A CEO-adviser model of strategic decision making
A CEO-adviser model of strategic decision making
Arendt L.A., Priem R.L., Ndofor H .A. Journal of Management (USA), Oct 2005, Vol. 31 No. 5, Start page: 680 No. of pages: 20
Purpose – argues that the current models of strategic decision-making, which focus on either the chief executive or the top management team as being the primary locus of decision making, tell only part of the strategic decision making story. Proposes an alternative, complementary model, which is termed the CEO-Adviser model. Design/methodology/approach – analyses the nature of decision making, discussing how the input from chief executives, top management teams and the social networks that surround them will be used. Also discusses the ambiguity and complexity that surrounds strategic decision making and the likelihood of information overload. Based on its, develops a series of proposition concerning the impact that environmental dynamism, organizational strategy, chief executive leadership style, chief executive tenure, and advisor selection will have on whether the chief executive uses formal or informal advisory systems and the type of ties that the chief executive will have with his/her main advisors. Findings – sets out a model of strategic decision making in which the chief executive is seen as the principal decision maker but is also seen as drawing on information and advice from both internal and external advisors, depending on the circumstance of the organization and factors relating to the chief executive. Research limitations/implications – sets out the research needed to verify the model and develop it further. Originality/value – develops a model of strategic decision making that draws both the chief executive and top management teams into the frame of analysis.Style: Conceptual paperISSN: 0149-2063Reference: 34AZ236
Keywords: Chief executives, Corporate strategy, Decision making, Information exchange, Senior management