Can rational planning stimulate cooperative behaviour? How perceived self-efficacy mediates the relationship between strategic plan use, performance information use and strategic voice by local councillors

Meyfroodt, Kenn; Desmidt, Sebastian

doi:10.1080/14719037.2019.1699949

Cited by 9 publications

(11 citation statements)

References 125 publications

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“…This response rate is in line with recent studies in comparable contexts (i.e. George et al 2020; Meyfroodt and Desmidt 2020; Van der Voet 2021).…”

Section: Methodssupporting

confidence: 92%

“…Data collection resulted in a complete response of 996 participants who have fully participated in the survey-experiment (response rate: 12.7%), representing 301 out of 355 municipalities (84.8% of the municipalities in The Netherlands). This response rate is in line with recent studies in comparable contexts (i.e George et al 2020;Meyfroodt and Desmidt 2020;. Van der Voet 2021).…”

supporting

confidence: 92%

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Decision‐Makers’ Generation of Policy Solutions amidst Negative Performance: Invention or Rigidity?

Voet

Lems²

2022

Public Administration Review

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Behavioral theory proposes that decision-makers engage in search to identify satisfactory policy solutions to organizational problems. For complex problems, required solutions cannot be identified merely through search, but must be created and designed. While behavioral theory suggests that negative performance will spur creative solution generation, threat-rigidity theory provides a competing view that decision-makers' creative efforts are ultimately thwarted through restricted information processing and constriction of control. We test these competing expectations through a survey-experimental comparison of the creativity of policy solutions in response to negative budgetary performance, generated by a nationally representative sample of local government decision-makers. The findings indicate that negative performance decreases the creativity of policy solutions as rated by policy experts, and reveals that key mechanisms of threat-rigidity theory are at play. This reduced generation of creative policy solutions amidst negative performance places limits on public organizations' capacity to adapt to adverse circumstances. Evidence for Practice• This experiment examines decision-makers' capacity to generate creative policy solutions to complex societal problems, as rated by independent policy experts. • More creative policy solutions are not seen as less practically or politically feasible and are rated as more effective, indicating that creativity is a crucial component of effective policy responses to wicked problems. • Negative performance information decreases the creativity of policy solutions that decision-makers put forward. • This reduced creativity is explained by threat-rigidity effects: decision-makers emphasize increased monitoring, reduced collaboration, and an efficiency orientation.

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“…This response rate is in line with recent studies in comparable contexts (i.e. George et al 2020; Meyfroodt and Desmidt 2020; Van der Voet 2021).…”

Section: Methodssupporting

confidence: 92%

supporting

confidence: 92%

Decision‐Makers’ Generation of Policy Solutions amidst Negative Performance: Invention or Rigidity?

Voet

Lems²

2022

Public Administration Review

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“…The remaining two subclusters study either the influence of board processes and dynamics (eight out of 21), or of board characteristics (three out of 21), on board strategic involvement. These studies largely support the insights of the previous subcluster in that they show that board processes and dynamics—such as the use of strategy plans (Meyfroodt & Desmidt, 2021), chair leadership (Bailey & Peck, 2013), and organizational identification (Melkumov et al, 2015)—and board characteristics—such as the nationality of directors (Du et al, 2015) and CEO duality (Deman et al, 2018)—shape the board contribution to strategy. Some studies also highlight that boards might be falling short in their strategic performance (Cossin & Metayer, 2015; Li et al, 2012; Sonnenfeld et al, 2013).…”

Section: Review Of the Literaturesupporting

confidence: 62%

Section: The Current State Of the Board-strategy Research Agendamentioning

confidence: 99%

“…Second, although there is still significant heterogeneity, recent works adopted more sophisticated modeling and statistical techniques to address issues of endogeneity and other methodological challenges affecting board‐related strategy studies (e.g., Lungeanu & Zajac, 2019; Shi et al, 2019; Zhu et al, 2020). Similarly, studies have started to use data closer to the board‐strategy phenomenon (Klarner et al, 2020; Machold & Farquhar, 2013; Meyfroodt & Desmidt, 2021; Tuggle et al, 2010). Third, a growing number of studies has explicitly used different theoretical perspectives—for example, tournament theory (Patel et al, 2018), portfolio selection theory (Mínguez‐Vera & Martin, 2011), and post‐traumatic growth theory (Shi et al, 2017)—to address tensions and/or tease out the complexities surrounding the board‐strategy relationship.…”

Section: Synthesis and Future Directionsmentioning

confidence: 99%

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Toward a synthesis of the board‐strategy relationship: A literature review and future research agenda

Bezemer

Pugliese

Nicholson

et al. 2022

Corporate Governance

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Research Question/Issue The strategy role of the board of directors is a contentious topic in both theory and practice and the debate on what boards should or should not do around firm strategy has intensified with changes in global corporate governance. Boards face interventionist regulatory developments, calls for changes in their composition, growing owner engagement, and societal questioning on the corporation's very purpose. With this review, we aim to assess how the research agenda in this area has evolved with these developments. Research Findings/Results Our analysis of 152 articles published in 45 high‐quality journals between 2008 and 2020 reveals that the board‐strategy literature remains dominated by traditional input–output approaches using archival data. There are, however, some green shoots opening up the debate by recognizing the importance of the firm's specific context, applying alternative or complementary theoretical lenses, exploring the underlying dynamics and processes, and using more sophisticated modeling techniques. Theoretical implications We identify three research directions with the potential to advance the research agenda, namely, untangling the complex, multilevel interplay between stakeholders involved in the strategy process, embracing the processual and temporal nature of the board‐strategy relationship, and unpacking the impact of social context to understand when boards matter for strategy. Practical implications Our results indicate that the strategy role of the board is evolving and broadening. Most notably the integration of CSR‐related themes into the board‐strategy debate, and the leveraging of board diversity in strategic decision‐making appear to be important issues for contemporary boards.

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Unlocking politicians’ potential: what fosters purposeful use of performance information in support of voice?

Desmidt

Meyfroodt

2023

Local Government Studies

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Can rational planning stimulate cooperative behaviour? How perceived self-efficacy mediates the relationship between strategic plan use, performance information use and strategic voice by local councillors

Cited by 9 publications

References 125 publications

Decision‐Makers’ Generation of Policy Solutions amidst Negative Performance: Invention or Rigidity?

Decision‐Makers’ Generation of Policy Solutions amidst Negative Performance: Invention or Rigidity?

Toward a synthesis of the board‐strategy relationship: A literature review and future research agenda

Unlocking politicians’ potential: what fosters purposeful use of performance information in support of voice?

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