Environment, strategy, and power within top management teams.

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337 Scopus citations

Abstract

This study distinguishes two sources of critical contingencies for organizations: environment and strategy. In turn, it explores how coping with each type of contingency is related to power within top management teams. Executives had high power if, by virtue either of their functional area of scanning behavior, they coped with the dominant requirement imposed by their industry's environment. Power patterns within each industry were further affected by the extent to which executives coped with the contingencies posed by their organizations' particular strategies. A temporal critical contingencies model of power is proposed.

Original languageEnglish (US)
Pages (from-to)253-275
Number of pages23
JournalAdministrative science quarterly
Volume26
Issue number2
DOIs
StatePublished - Jan 1 1981

All Science Journal Classification (ASJC) codes

  • Arts and Humanities (miscellaneous)
  • Sociology and Political Science
  • Public Administration

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