The Strategic Role of the Board: The Impact of Board Structure on Top Management Team Strategic Action Capability

Business Strategy (Management)

Table of Contents
1

The Strategic Role of the Board: The Impact of Board Structure on Top
Management Team Strategic Action Capability
By: Bongjin Kim*, Michael L. Burns, and John E. Prescott
Introduction
The Article that has been composed in a conceptual manuscript format and revolves around the
strategic role of the board and the impact of its structure on the strategic action capability of the
top management team. The article dwells on the different aspects of diversity in the board and its
impact on the capabilities of the top management team to take action against corporate
governance failures in the company.
Summary
With recent corporate reforms around the world, corporate monogamy and limited diversity in
the board structure of MNCs have created an emphasis on the board structure and its
conceptualized impact on leadership (Bjornali, Knockaert and Erikson, 2016). The approach of
this article is to create a sustainable board structure that is diversified in order to include as many
possible perspectives an adding as many possible contexts when it comes to corporate decision
making.
Critique
The paper emphasizes on the current markets and leveraged on theoretical insights and empirical
findings and suggest a direction for future research (Wheelen, Hunger, Hoffman and Bamford,
2017). The paper is well documented with an accurate literate review that justifies its
conclusions on the impact of the corporate decision making capacities that are limited to an
undiversified board structure.
Conclusion
It emphasizes on restructuring corporate hierarchy to the top team management is apt and
important for sustenance. Diversity in leadership is important strategically so that differential
impact a be limited when it comes to contexts that are directly linked to the sustenance of the
current structure in corporations (Tulung and Ramdani, 2016).
2

Development of an Integrated Model of Strategic Alliance.
By: Som Sekhar Bhattacharyya
Introduction
The article draws on the importance of inter-firm collaboration and its importance in achieving a
central perspective on the strategic management of firms that exist in the same sphere of the
market. Inter-firm collaboration substantially increases the competitive advantage of firms and is
sustainable as a result of achieving multiple perspectives when it comes to strategic decision
making.
Summary
The paper reviews historical and empirical data in order to achieve a differentiated perspective
on the importance of strategic alliances between competing firms and their importance in the
success of creating value for both parties (Gomes, Barnes and Mahmood, 2016). An integrated
perspective is developed strategic inputs from multiple sources in the corporate hierarchy and
this creates a resource based overview that integrates international organisational theory and
dynamic agency theory.
Critique
The paper is a theoretical model that does not take into consideration the lack of integrity in
corporate structures and are based completely on the theoretical model. They are idealistic but
dwell on important factors that need to be taken into consideration as strategic alliances that are
structured taking human errors may provide fruitful perspectives. These perspectives will
ultimately increase in the corporate hierarchy (Albers, Wohlgezogen and Zajac, 2016).
Conclusion
The proper finding of the level description that was presented in the article aquarian was helpful
in gathering knowledge but still required a more in-depth analysis of the linkage between
employee performance and organisational structure. Satisfaction level of workers, as well as
managers, are also understood when face to face, as well as questionnaire format questions, are
asked (Tjemkes, Vos and Burgers, 2017). The authors have come up with the transformational
change map that justifies the very way of providing proper leadership capability and skills
required for workforce development.
3