|Title||The Impact of Cultural Practices on CEOs’ Discretion: New National-Level Antecedents.|
|Authors||Haj Youssef, M. and Christodoulou, I.|
Based on a sample of six Middle-Eastern countries, our study examines the effect of cultural practices on CEO discretion. Using a panel of senior consultants, we extend the national-level framework of managerial discretion and find that an encompassing array of cultural practices play a crucial role in shaping the degree of discretion provided to CEOs. We empirically demonstrate that power distance, future and performance orientation along with gender egalitarianism and assertiveness has positive relationships with managerial discretion. However, institutional collectivism, uncertainty avoidance and humane orientation negatively affect the degree of discretion provided to CEOs. As such, our results indicate that executives are able to take idiosyncratic and bold actions to the extent to which the cultural environment allows them to do so. Finally, we find new national-level antecedents of managerial discretion that haven’t been considered in earlier studies and confirm the context dependency of this concept.
|Keywords||managerial discretion; CEOs; cultural practices; GLOBE; Middle East.|
|Conference||7TH WORKSHOP ON TOP MANAGEMENT TEAMS AND BUSINESS STRATEGY RESEARCH|