دانلود رایگان مقاله انگلیسی استراتژی تعیین و بررسی: برهم زدن اختلاف بین مدیران اجرایی و هیئت مدیره - الزویر 2018

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عنوان فارسی

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

عنوان انگلیسی

Setting and vetting strategy: Bridging the chasm between CEOs and boards

صفحات مقاله فارسی

0

صفحات مقاله انگلیسی

10

سال انتشار

2018

نشریه

الزویر - Elsevier

فرمت مقاله انگلیسی

PDF

نوع مقاله

ISI

نوع نگارش

مقالات پژوهشی (تحقیقاتی)

رفرنس

دارد

پایگاه

اسکوپوس

کد محصول

E10691

رشته های مرتبط با این مقاله

مدیریت

گرایش های مرتبط با این مقاله

مدیریت اجرایی

مجله

افق های تجاری - Business Horizons

دانشگاه

Edwards School of Business - University of Saskatchewan - Saskatoon - Canada

کلمات کلیدی

استراتژی ناشی از پشتکار؛ حاکمیت شرکتی؛ استراتژی سازمانی؛ جلسات استراتژیک

doi یا شناسه دیجیتال

https://doi.org/10.1016/j.bushor.2018.05.003

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چکیده

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.

نتیجه گیری

Final summary

Directors’ ability to fulfill their duty of care with respect to strategy hinges on having the right information and opportunities to contribute to their firm’s strategy. The strategy setting and vetting process described in the article outlines the rules of engagement between CEOs and boards. CEOs are responsible for formulating strategy but to ensure boards get the right information on strategy we ask the CEO to present the firm’s strategy in a comparable, consistent, and comprehensive format that naturally lends itself to the board’s strategy vetting process. Boards are responsible for setting the firm’s strategic direction and then vetting its strategy. To ensure boards get the right opportunities to contribute to the firm’s strategy we clearly describe how and when the board should be involved in setting and vetting the strategy. Boards have three key responsibilities: hindsight, oversight, and foresight (Beatty, 2012). Hindsight involves ensuring the accurate reporting of financial information, while oversight involves monitoring management’s activities and ensuring compliance. Foresight involves managing risk, developing the firm’s talent pool, and ensuring the firm’s strategy guarantees long-term firm viability. Of the three responsibilities, foresight has the greatest impact on firm performance, butis the task boards typically struggle to master. Our proposed strategy setting and vetting process ensures the board has done its due diligence and thus fulfilled its responsibility.

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