The effect of CEO entrepreneurial orientation on firm strategic change: The moderating roles of managerial discretion

2021 ◽  
Vol 59 ◽  
pp. 101616
Author(s):  
Linlin Wang ◽  
Wan Jiang ◽  
Xifang Ma
Keyword(s):  
Entrepreneurial Orientation ◽  
Strategic Change ◽  
Managerial Discretion

Technology Innovation in a Small Rural Hospital

2005 ◽  
pp. 71-86
Author(s):  
Sheila K. McGinnis ◽  
Carla Wiggins ◽  
Kenneth Trimmer ◽  
Lela Pumphrey
Keyword(s):  
Information Technologies ◽  
Technology Innovation ◽  
Strategic Change ◽  
Change Leadership ◽  
Managerial Discretion ◽  
Management Team ◽  
Rural Hospital ◽  
Strategic Information ◽  
It Innovation

This case study illustrates how the leaders of a small, rural hospital were able to successfully introduce and institutionalize a strategic change in information technologies. Our work briefly reviews strategic change leadership and common theories of innovation and governance. We then present a case study investigating how a hospital’s top management team used managerial discretion to create and institutionalize a strategic information technology (IT) innovation.

"Breaking Free: Spin-off Ties to Parent Firms, Managerial Discretion, and Spin-off Strategic Change"

2015 ◽  
Vol 2015 (1) ◽  
pp. 14648
Author(s):  
Donald J. Schepker ◽  
John A Pearce ◽  
Richard B Robinson
Keyword(s):  
Strategic Change ◽  
Managerial Discretion

scholarly journals Board behavior’s impact on entrepreneurial orientation in public enterprises

2021 ◽  
Author(s):  
Timo Tremml ◽  
Sabine Löbbe ◽  
Andreas Kuckertz
Keyword(s):  
Entrepreneurial Orientation ◽  
Structural Equation ◽  
Resource Dependence ◽  
Strategic Change ◽  
Resource Dependence Theory ◽  
Equation Modeling ◽  
Public Enterprises ◽  
Minority Shareholders ◽  
Fine Grained ◽  
The Impact

AbstractPublic enterprises find themselves in increasingly competitive markets, a situation that makes having an entrepreneurial orientation (EO) an urgent need, given that EO is an indispensable driver of performance. Research describes politicians delaying the strategic change of public enterprises when serving as board members, but empirical evidence of the impact of board behavior on EO in public enterprises is lacking. We draw on stakeholder-agency theory (SAT) and resource dependence theory (RDT) and use structural equation modeling (SEM) to investigate survey data collected from 110 German energy suppliers that are majority government owned. Results indicate that board strategy control and board networking do not seem to predict EO on first sight. Closer analysis reveals a board networking–EO relationship depending on ownership structure. Remarkably, we find that it is not the usually suspected local municipal owner who hinders EO in our sample organizations but minority shareholders engaging in board networking activities. The results shed light on the intersection of governance and entrepreneurship with special reference to the fine-grained conceptualization of RDT.

scholarly journals Not all responses are the same: How CEO cognitions impact strategy when performance falls below aspirations

2019 ◽  
Vol 44 (2) ◽  
pp. 73-86 ◽  
Author(s):  
David B Wangrow ◽  
Kalin Kolev ◽  
Margaret Hughes-Morgan
Keyword(s):  
Cognitive Complexity ◽  
Strategic Change ◽  
Theory Of The Firm ◽  
Poor Performance ◽  
Managerial Discretion ◽  
Ambiguity Tolerance ◽  
Psychological Traits ◽  
The Status ◽  
Firm Responses

This study integrates research on managerial discretion within the behavioral theory of the firm to examine how four CEO psychological traits serving as antecedents of managerial discretion— ambiguity tolerance, cognitive complexity, locus of control, and commitment to the status quo—moderate firm responses to poor performance. Using CEOs’ responses to questionnaires, CEO ambiguity tolerance is found to positively moderate the relationship between negative attainment discrepancy and strategic change when performance is slightly below aspirations, defined as average market return for the firm’s industry. Further, CEOs with greater cognitive complexity are found to engage in more strategic change when performance is farther below aspirations. Thus, this study begins to unpack the role of CEOs’ cognitive makeup on firm responses to performance shortfalls.

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