قدرت برتر هیئت‌مدیره یا مدیرعامل؟

نوع مقاله : مقاله پژوهشی

نویسندگان

1 مدرس و پژوهشگر وابسته، دانشگاه کسب‌وکار HEC، مونترال، کانادا

2 کارشناسی ارشد مدیریت دولتی، دانشگاه تهران، تهران، ایران

3 استادیار، گروه مدیریت بازرگانی، دانشگاه علامه طباطبائی ، تهران، ایران

10.22054/jmsd.2021.55116.3752

چکیده

قدرت نسبی مدیرعامل و هیئت‌مدیره، موضوعی بحث‌برانگیز در تئوری و اجرا است. سوال این پژوهش این است که غلبه هر طرف چگونگی تاثیری در فرایند مشارکت هیئت‌مدیره در استراتژی دارد؟ هدف این پژوهش دستیابی به درکی اقتضایی از روابط قدرت مدیرعامل-هیئت‌مدیره  با بهره‌گیری از رویکردی چندنظری و رفتاری است. بر مبنای استراتژی مطالعه چندموردی، 49 مصاحبه نیمه‌ساخت‌یافته در شش بانک بر اساس روش نمونه‌گیری نظری انجام گرفت. تحلیل‌های درون‌موردی و بین‌موردی بر پایه کدگذاری نظام‌مند، منجر به ارائه 15 گزاره‌ پیشنهادی و توسعه مدلی مفهومی شد. اگرچه در وهله اول مشاهده شد که حداقل در محیط ایران، برخلاف تجویز نظریه نمایندگی، آثار مخرب قدرت برتر هیئت‌مدیره نسبت به غلبه مدیرعامل بیشتر است، اما یافته مهم‌‎تر این تحقیق پیچیدگی و ضرورت تحلیل چندلایه برای فهم رجحان هر ساختار قدرت در شرایط گوناگون است. در سه سطح تحلیل گروهی، فردی و سازمانی، عواملی نظیر «همفکری»، «همدلی»، «احساس تعلق»، «گرایش به رفتارهای سیاسی»، «ثبات مدیریتی»، «پیوستگی اجرای استراتژیک» کشف و روابط آنها با مولفه کلیدی «تغییر استراتژیک»، به عنوان دستاورد مشارکت استراتژیک تبیین شد. همچنین با شناسایی نقش تعدیلگر «اعتماد» و «شخصیت» در روابط مولفه‌های گفته‌شده، درک کامل‌تری از پویایی‌های قدرت در سطح مدیریت ارشد سازمان‌ها بدست آمد.

کلیدواژه‌ها


عنوان مقاله [English]

Board or CEO Dominance?

نویسندگان [English]

  • MOHAMMADSADEGH HASHEMI 1
  • Amin Moeinian 2
  • Mehdi Ebrahimi 3
1 Lecturer and Research Associate, HEC Business University, Montreal, Canada
2 Master of Public Administration, School of Management, University of Tehran
3 Assistant Professor, Department of Business Management, Allameh Tabataba'i University, Tehran, Iran
چکیده [English]

CEO-board power relation is a controversial topic in theory and practice. Our research question is, how does the dominance of each party affect the board’s involvement in the strategy-making process? This study aims to provide a contingency understanding of the subject by using a multi-theoretic approach. In this way, it goes beyond examining the mere structural factors influencing formal power. This study opens the black box of CEO-board interactions from a behavioral standpoint. For a multiple-case-study in six banks, the authors conducted 49 semi-structured interviews. Within and cross-case analyses based on systematic coding led to 15 propositions and conceptual model development. First, researchers observed that at least in the Iranian context, contrary to agency theory, the detrimental effects of board dominance are more significant than the CEO dominance. However, instead of giving linear prescriptions, this study concludes by considering the complex nature of power relations and the necessity of multilevel analysis to understand each power structure’s preference in different situations. At three levels of analysis, including the group, individual, and organizational levels, concepts such as “group strategic thinking,” “cohesiveness,” “sense of belonging,” “tendency to political behaviors,” “managerial stability,” “strategic execution,” and ultimately “strategic change” as the desired output of strategic involvement were explored. Authors have explained the relationships between these concepts using multiple theories. Moreover, a more in-depth understanding of power dynamics at the upper echelons is obtained by identifying the moderating roles of “trust” and “personality.”

کلیدواژه‌ها [English]

  • Corporate Governance
  • Participation in strategy-making process
  • Board-CEO relative Power
  • Multi-theoretic Approach
  • Behavioral Perspective
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