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Managerial seniority and strategic development

Mekelenkamp, Y.B.S. (2015) Managerial seniority and strategic development.

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Abstract:This research is about the influence of the management seniority on the strategic development of an organization. The hypothesis is that managers with more seniority are not eager to change the organization. A popular topic within the strategy-as-practice research is the influence of the organizational culture on strategic development. There has already quite some research been conducted on this topic. However, this research focusses on a possible influencer of the organizational culture, the seniority of the management. This is regarded as a combination of several factors, such as between the number of years which a manager is employed. A management with a higher seniority could influence the organizational culture in such a way that there is no strategic development at all, this results in an inert organization. It could be helpful for organizations to recognize signs which could lead to an inert organization. Such a state is not desirable because it is hard to change the direction of such an organization. In order to get to results, interviews are conducted at several Dutch companies. These companies are founded by Dutch citizens and operate in different markets. The results show that many companies have a management with quite some management seniority. The results direct also to a possible relation between the management seniority and the cultural paradigm within the organization. However, no specific relation between the organizational culture and the strategic workshops is found.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:International Business Administration BSc (50952)
Link to this item:http://purl.utwente.nl/essays/67309
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