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Boardroom Strategizing in Professional Associations: Processual and Institutional Perspectives

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  • Lee D. Parker

Abstract

abstract This study examines strategic decision‐making at the boardroom level of two non‐profit professional associations, penetrating directors' strategic orientations, discourse and decisions in their holistic context. In comparison with the predominantly survey and interview based literature on board level strategy behaviour, this study employs a longitudinal complete member researcher, participant observer methodology. Its findings are analysed from an institutional theory perspective and reveal selective championing of strategies by directors, the evaluation of strategic proposals and progress in predominantly financial resource/outcome terms, and directors' attention to navigating strategic initiatives through organizational politics. Also revealed are private sector philosophies imported into the non‐profit boardroom, the predominantly ceremonial role of formal strategic plans, and an informally enacted strategic discourse. This study offers a unique insider view of strategizing at the highest organizational level.

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  • Lee D. Parker, 2007. "Boardroom Strategizing in Professional Associations: Processual and Institutional Perspectives," Journal of Management Studies, Wiley Blackwell, vol. 44(8), pages 1454-1480, December.
    • Handle: RePEc:bla:jomstd:v:44:y:2007:i:8:p:1454-1480
    DOI: 10.1111/j.1467-6486.2007.00713.x
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    References listed on IDEAS

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    1. Stiles, Philip & Taylor, Bernard, 2001. "Boards at Work: How Directors View their Roles and Responsibilities," OUP Catalogue, Oxford University Press, number 9780198288763, Decembrie.
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    Cited by:

    1. Eunju CHOI & Woosuk CHOI & Seungkwon JANG & Sangsun PARK, 2014. "Does The Effectiveness Of Board Of Directors Affect Firm Performance Of Consumer Co-Operatives? The Case Of Icoop Korea," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 85(3), pages 371-386, September.
    2. Beate Elstad & Gro Ladegard, 2012. "Women on corporate boards: key influencers or tokens?," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 16(4), pages 595-615, November.
    3. Chen, Ming-Yuan, 2014. "Determinants of corporate board structure in Taiwan," International Review of Economics & Finance, Elsevier, vol. 32(C), pages 62-78.
    4. Willems, Jurgen, 2019. "Leadership, Performance, and Reputation: A multi-method empirical view on the public and nonprofit sectors - Habilitation Synopsis," OSF Preprints np9e3_v1, Center for Open Science.
    5. William B. Stevenson & Robert F. Radin, 2009. "Social Capital and Social Influence on the Board of Directors," Journal of Management Studies, Wiley Blackwell, vol. 46(1), pages 16-44, January.
    6. Hall, Matthew, 2017. "Crafting compromises in a strategising process: a case study of an international development organisation," LSE Research Online Documents on Economics 62299, London School of Economics and Political Science, LSE Library.
    7. Pugliese, A. & Bezemer, P.J. & Zattoni, A. & Huse, M. & van den Bosch, F.A.J. & Volberda, H.W., 2009. "Boards of Directors’ Contribution to Strategy: A Literature Review and Research Agenda," ERIM Report Series Research in Management ERS-2009-013-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    8. Brennan, Niamh M., 2021. "Connecting earnings management to the real World:What happens in the black box of the boardroom?," The British Accounting Review, Elsevier, vol. 53(6).
    9. Ferkins, Lesley & Shilbury, David, 2015. "Board strategic balance: An emerging sport governance theory," Sport Management Review, Elsevier, vol. 18(4), pages 489-500.
    10. Willems, Jurgen, 2019. "Leadership, Performance, and Reputation: A multi-method empirical view on the public and nonprofit sectors - Habilitation Synopsis," OSF Preprints np9e3, Center for Open Science.

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