Extent of director involvement in the strategic management process

Does occupational background make a difference?

Nabil A. Ibrahim, John P. Angelidis, Donald P. Howard

    Research output: Contribution to journalReview article

    1 Citation (Scopus)

    Abstract

    Propositions were tested with original survey data from 224 directors from nineteen hospitals to determine the extent of their involvement in the strategic management process. In most areas, board members whose occupational background is in health care tend to be less engaged than their counterparts whose background is not in health care. Significant differences were observed with respect to broad cross-functional strategic issues and overall hospital performance. Both groups had limited involvement in setting standards for rewarding top management and evaluating their performance. The results raise potentially important strategic and ethical dilemmas for hospitals and offer proponents of changes in board composition support for their normative suggestions.

    Original languageEnglish (US)
    Pages (from-to)29-41
    Number of pages13
    JournalJournal of Applied Business Research
    Volume23
    Issue number1
    StatePublished - Mar 1 2007

    Fingerprint

    Management process
    Strategic management
    Healthcare
    Hospital performance
    Survey data
    Board composition
    Ethical dilemmas
    Strategic issues
    Top management

    ASJC Scopus subject areas

    • Business and International Management

    Cite this

    Extent of director involvement in the strategic management process : Does occupational background make a difference? / Ibrahim, Nabil A.; Angelidis, John P.; Howard, Donald P.

    In: Journal of Applied Business Research, Vol. 23, No. 1, 01.03.2007, p. 29-41.

    Research output: Contribution to journalReview article

    Ibrahim, Nabil A. ; Angelidis, John P. ; Howard, Donald P. / Extent of director involvement in the strategic management process : Does occupational background make a difference?. In: Journal of Applied Business Research. 2007 ; Vol. 23, No. 1. pp. 29-41.
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