TY - JOUR
T1 - Managers' autonomy, strategic control, organizational politics and strategic planning effectiveness
T2 - An empirical investigation into missing links in the hotel sector
AU - Elbanna, Said
N1 - Funding Information:
The author thanks Chris Ryan, the Editor, and three anonymous referees for the insightful comments and helpful suggestions on earlier drafts of this work. The research work disclosed in this publication was funded by Qatar University ( QUSG-CBE-DMM-13/14-5 ).
Publisher Copyright:
© 2015 Elsevier Ltd.
PY - 2016/2/1
Y1 - 2016/2/1
N2 - This article reports on the impact of managerial autonomy and strategic control on organizational politics and show how the latter influence effectiveness of strategic planning. In doing so, it outlines particular directions that a rebalanced strategic management research agenda may take. Whereas organizational politics have received sustained interest in the management literature, its conceptual and empirical examination in the tourism industry has been meagre. This study contributes to fill this gap by analyzing data from 175 four- and five-star hotels located in a less researched region, the Gulf Cooperation Council (GCC) countries. The findings indicate that high levels of autonomy combined with low levels of control negate the effectiveness of strategic planning by increasing organizational tensions. Drawing on political and organizational perspectives, an interpretation of the results and policy implications are discussed. The study also delineates interesting research avenues for further research on organizational politics in the tourism industry.
AB - This article reports on the impact of managerial autonomy and strategic control on organizational politics and show how the latter influence effectiveness of strategic planning. In doing so, it outlines particular directions that a rebalanced strategic management research agenda may take. Whereas organizational politics have received sustained interest in the management literature, its conceptual and empirical examination in the tourism industry has been meagre. This study contributes to fill this gap by analyzing data from 175 four- and five-star hotels located in a less researched region, the Gulf Cooperation Council (GCC) countries. The findings indicate that high levels of autonomy combined with low levels of control negate the effectiveness of strategic planning by increasing organizational tensions. Drawing on political and organizational perspectives, an interpretation of the results and policy implications are discussed. The study also delineates interesting research avenues for further research on organizational politics in the tourism industry.
KW - Arab middle east
KW - Effectiveness of strategic planning
KW - Managers' autonomy
KW - Organizational politics
KW - Strategic control
KW - Tourism and hospitality
UR - http://www.scopus.com/inward/record.url?scp=84936860936&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=84936860936&partnerID=8YFLogxK
U2 - 10.1016/j.tourman.2015.06.025
DO - 10.1016/j.tourman.2015.06.025
M3 - Article
AN - SCOPUS:84936860936
SN - 0261-5177
VL - 52
SP - 210
EP - 220
JO - Tourism Management
JF - Tourism Management
ER -