Managers' autonomy, strategic control, organizational politics and strategic planning effectiveness: An empirical investigation into missing links in the hotel sector

Abstract

This article reports on the impact of managerial autonomy and strategic control on organizational politics and show how the latter influence effectiveness of strategic planning. In doing so, it outlines particular directions that a rebalanced strategic management research agenda may take. Whereas organizational politics have received sustained interest in the management literature, its conceptual and empirical examination in the tourism industry has been meagre. This study contributes to fill this gap by analyzing data from 175 four- and five-star hotels located in a less researched region, the Gulf Cooperation Council (GCC) countries. The findings indicate that high levels of autonomy combined with low levels of control negate the effectiveness of strategic planning by increasing organizational tensions. Drawing on political and organizational perspectives, an interpretation of the results and policy implications are discussed. The study also delineates interesting research avenues for further research on organizational politics in the tourism industry.