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AuthorShepherd, Neil Gareth
AuthorHodgkinson, Gerard P.
AuthorMooi, Erik A.
AuthorElbanna, Said
AuthorRudd, John Maynard
Available date2023-04-30T06:54:13Z
Publication Date2020-10
Publication NameLong Range Planning
Identifierhttp://dx.doi.org/10.1016/j.lrp.2019.101943
CitationShepherd, N. G., Hodgkinson, G. P., Mooi, E. A., Elbanna, S., & Rudd, J. M. (2020). Political behavior does not (always) undermine strategic decision making: Theory and evidence. Long Range Planning, 53(5), 101943.
ISSN0024-6301
URIhttps://www.sciencedirect.com/science/article/pii/S002463011830654X
URIhttp://hdl.handle.net/10576/42146
AbstractPolitical behavior pervades strategic decision-making, often damaging decision quality and undermining organizational performance. However, little is currently known about how top management teams (TMTs) cope with such behavior. To address this shortfall, we draw on the upper echelons literature to advance a contingent account of the factors that differentiate well-functioning and dysfunctional TMTs. Focusing on the psychological context surrounding the TMT, we theorize that cognitive consensus, power decentralization, and behavioral integration are key generative mechanisms that enable TMTs to countermand the potentially deleterious consequences of political behavior. We corroborate our theorizing using a field study of 117 strategic decisions, drawn from multiple TMT informants and secondary databases. Confirming the majority of our hypotheses, our findings indicate that behaviorally integrated and decentralized TMTs are better equipped to attenuate the potentially damaging effects of organizational politics, thereby safeguarding the quality of their decision processes.
Languageen
PublisherElsevier Ltd
SubjectPolitical behavior
Strategic decision-making
Top management teams
Upper echelons
Cognition
Behavioral strategy
TitlePolitical behavior does not (always) undermine strategic decision making: Theory and evidence
TypeArticle
Issue Number5
Volume Number53
ESSN1873-1872
dc.accessType Abstract Only


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