Gespeichert in:
| Titel: | Supervisory board directors' power and influence in strategic decision-making processes a theoretical and empirical exploration |
|---|---|
| Von: |
submitted by Michael Alexander Rueß
|
| Person: |
Rueß, Michael Alexander
Verfasser aut |
| Hauptverfasser: | |
| Format: | Hochschulschrift/Dissertation Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
2010
|
| Schlagwörter: | |
| Medienzugang: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020476256&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Beschreibung: | Diss.-Nr. 3709 |
| Umfang: | IX, 449 S. graph. Darst. |
Internformat
MARC
| LEADER | 00000nam a2200000 c 4500 | ||
|---|---|---|---|
| 001 | BV036554792 | ||
| 003 | DE-604 | ||
| 005 | 20110128 | ||
| 007 | t| | ||
| 008 | 100708s2010 xx d||| m||| 00||| eng d | ||
| 035 | |a (OCoLC)705653799 | ||
| 035 | |a (DE-599)BVBBV036554792 | ||
| 040 | |a DE-604 |b ger |e rakwb | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-355 |a DE-83 |a DE-188 | ||
| 100 | 1 | |a Rueß, Michael Alexander |e Verfasser |0 (DE-588)141181508 |4 aut | |
| 245 | 1 | 0 | |a Supervisory board directors' power and influence in strategic decision-making processes |b a theoretical and empirical exploration |c submitted by Michael Alexander Rueß |
| 264 | 1 | |c 2010 | |
| 300 | |a IX, 449 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Diss.-Nr. 3709 | ||
| 502 | |a St. Gallen, Univ., Diss., 2010 | ||
| 650 | 0 | 7 | |a Strategisches Management |0 (DE-588)4124261-0 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Krankenhaus |0 (DE-588)4032786-3 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Aufsichtsbehörde |0 (DE-588)4304242-9 |2 gnd |9 rswk-swf |
| 651 | 7 | |a Deutschland |0 (DE-588)4011882-4 |2 gnd |9 rswk-swf | |
| 655 | 7 | |0 (DE-588)4113937-9 |a Hochschulschrift |2 gnd-content | |
| 689 | 0 | 0 | |a Deutschland |0 (DE-588)4011882-4 |D g |
| 689 | 0 | 1 | |a Krankenhaus |0 (DE-588)4032786-3 |D s |
| 689 | 0 | 2 | |a Strategisches Management |0 (DE-588)4124261-0 |D s |
| 689 | 0 | 3 | |a Aufsichtsbehörde |0 (DE-588)4304242-9 |D s |
| 689 | 0 | |5 DE-604 | |
| 856 | 4 | 2 | |m HBZ Datenaustausch |q application/pdf |u http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020476256&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |3 Inhaltsverzeichnis |
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-020476256 | |
Datensatz im Suchindex
| DE-BY-UBR_call_number | 23/Q12834 |
|---|---|
| DE-BY-UBR_katkey | 4633872 |
| DE-BY-UBR_location | UB Magazin |
| DE-BY-UBR_media_number | 069036866648 |
| _version_ | 1835081984094765056 |
| adam_text | Titel: Supervisory board directors power and influence in strategic decision-making processes
Autor: Rueß, Michael Alexander
Jahr: 2010
Table of contents
Table of contents overview:
A: Introduction
1 Introduction........................................................................................................................2
B: Theoretical Part
2 Boards of directors, influencing factors and roles...........................................................14
3 Power and influence.........................................................................................................38
4 Strategic decision-making processes...............................................................................68
5 German hospitals: historical review, organisational and structural order as well as
regulatory policy changes................................................................................................85
C: Empirical Part
6 Empirical research design and method..........................................................................110
7 Case studies....................................................................................................................147
8 Discussion of key findings and further analysis............................................................237
D: Final Part
9 Summary, limitations, implications and final conclusion..............................................371
References
References:.............................................................................................................................398
Table of contents
Table of contents:
A: Introduction
1 Introduction........................................................................................................................2
1.1 Positioning of the study within the realm of corporate governance..................................2
1.2 Research problem...............................................................................................................3
1.3 Extant research...................................................................................................................5
1.4 General approach and research questions..........................................................................6
1.4.1 General approach.......................................................................................................7
1.4.2 Research questions.....................................................................................................8
1.5 Structure of the dissertation.............................................................................................10
B: Theoretical Part
2 Boards of directors, influencing factors and roles...........................................................14
2.1 Boards of directors: on the definition of corporate governance.......................................14
2.1.1 The stakeholders perspective...................................................................................14
2.1.2 The legal form perspective.......................................................................................15
2.1.3 The board organisational structure perspective.......................................................16
2.1.4 Corporate Governance in hospitals - a working definition ....................................17
2.2 Influencing factors on board interaction processes..........................................................18
2.2.1 Board-level influencing factors................................................................................18
2.2.1.1 Individual influencing factors..............................................................................18
2.2.1.2 Structural influencing factors...............................................................................20
2.2.2 Company internal and external influencing factors.................................................23
2.2.2.1 Internal influencing factors..................................................................................23
2.2.2.2 External influencing factors.................................................................................24
2.2.3 Internal and external stakeholders as an influencing factor.....................................25
2.3 Board tasks.......................................................................................................................26
2.3.1 The control role from the agency theory perspective..............................................26
2.3.2 The support role from the stewardship theory perspective......................................28
2.3.3 The linking role from the resource dependency theory perspective........................29
2.3.4 The coordinating role from the stakeholder theory perspective...............................30
2.3.5 The rubber stamp role from the managerial hegemony theory perspective.............31
2.3.6 Limitations of board theories and recent developments..........................................32
2.3.7 Corporate directing..................................................................................................34
2.4 Summary and conclusion.................................................................................................35
3 Power and influence.........................................................................................................38
3.1 Definition and delineation of key notions........................................................................38
3.1.1 Power sources..........................................................................................................38
3.1.1.1 Power sources according to French und Raven...................................................38
3.1.1.2 Power sources according to Crozier and Friedberg.............................................39
3.1.1.3 Power sources as two or three-factor taxonomies................................................40
3.1.1.4 Conclusion...........................................................................................................42
3.1.2 (Political) Influencing tactics...................................................................................42
3.1.2.1 Rational persuasion (persuasiveness)...................................................................43
3.1.2.2 Assertiveness........................................................................................................44
3.1.2.3 Coalition building (coalescence)..........................................................................44
3.1.2.4 Ingratiation...........................................................................................................45
3.1.2.5 Conclusion...........................................................................................................46
3.1.3 Influencing potential and influencing attempt(s).....................................................47
3.1.4 Power and influence.................................................................................................49
II
Table of contents
3.2 Theoretical approaches for an organisational analysis of power and influence..............50
3.2.1 Strauss et al. s negotiated order approach................................................................51
3.2.1.1 Introduction..........................................................................................................51
3.2.1.2 Negotiations and negotiated order.......................................................................52
3.2.1.3 Negotiation context..............................................................................................52
3.2.1.4 Structural context.................................................................................................53
3.2.1.5 Critique.................................................................................................................54
3.2.1.6 Applicability of the negotiated order approach....................................................54
3.2.2 Crozier and Friedberg s approach of organized action............................................55
3.2.2.1 Introduction..........................................................................................................55
3.2.2.2 The notion of a strategic actor..............................................................................56
3.2.2.3 The notion of a concrete system of action: the contingency of the actors...........56
3.2.2.4 The game as the mechanism of integration..........................................................57
3.2.2.5 Liberty and constraint..........................................................................................60
3.2.2.6 Critique................................................................................................................61
3.2.2.7 Applicability of the organized action approach...................................................62
3.3 Summary and conclusion.................................................................................................65
4 Strategic decision-making processes...............................................................................68
4.1 Strategic decision making................................................................................................68
4.1.1 Definition and delineation of strategic decisions.....................................................68
4.1.2 Classifications of strategic decision-making studies...............................................69
4.1.2.1 Content versus process approaches......................................................................70
4.1.2.2 Normative versus descriptive approaches............................................................72
4.2 Rational, political and organised anarchy decision-making models................................73
4.3 Strategic decision-making processes...............................................................................75
4.3.1 Formalistic-synoptic concepts of strategic decision-making processes...................75
4.3.2 Political-incremental concepts of strategic decision-making processes..................78
4.3.2.1 Political concepts.................................................................................................78
4.3.2.2 Incremental concepts............................................................................................81
4.3.3 Comparison of the formalistic-synoptic and political-incremental models.............82
4.4 Summary and conclusion.................................................................................................83
5 German hospitals: historical review, organisational and structural order as well as regulatory
policy changes..........................................................................................................................85
5.1 Historical review of German hospitals and their organisation.........................................85
5.2 Organisational and structural order of hospitals..............................................................87
5.2.1 Hospitals: definition, organisational structure and care levels................................87
5.2.2 Hospital operators and their objectives....................................................................91
5.2.3 Legal forms for public hospitals..............................................................................93
5.2.4 Governance and decision-making structures of public hospitals.............................97
5.3 Regulatory policy changes in hospital financing...........................................................102
5.3.1 The monistic hospital financing until 1972............................................................102
5.3.2 The dualistic hospital financing since 1972...........................................................102
5.3.2.1 Hospital financing from 1972 until 1993...........................................................102
5.3.2.2 Hospital financing between 1993 and 2003: towards competition....................104
5.3.2.3 Hospital financing since 2003: the introduction of DRGs.................................104
5.3.2.4 Consequences and (strategic) options for action................................................106
5.4 Summary and conclusion...............................................................................................107
III
Table of contents
C: Empirical Part
6 Empirical research design and method..........................................................................110
6.1 Research topic and research objective...........................................................................110
6.1.1 Topic: basic findings of and conclusions from the literature review.....................110
6.1.2 Research objectives and development of an integrative conceptual framework... 112
6.2 Research method and approach......................................................................................116
6.2.1 Methodological challenges....................................................................................116
6.2.2 Grounded theory as the method of choice.............................................................121
6.2.3 Research approach: multiple case study................................................................122
6.3 Data collection...............................................................................................................124
6.3.1 Qualitative interview..............................................................................................124
6.3.2 Secondary data.......................................................................................................128
6.3.3 Participant observation as a potential data collection method...............................129
6.3.4 Sampling................................................................................................................131
6.4 The data analysis............................................................................................................135
6.4.1 Identification of the decision-making processes with content analysis.................136
6.4.2 Microanalysis of the decision-making processes and building of categories........136
6.4.2.1 Open coding - the building of (sub-)categories.................................................137
6.4.2.2 Axial coding - the building of connections between (sub-)categories..............138
6.4.2.3 Selective coding - theory construction..............................................................139
6.4.2.4 Comparison of the decision-making processes..................................................139
6.4.3 Choice of an interpretative approach.....................................................................140
6.5 Ensuring the quality of the research process..................................................................141
6.5.1 Construct validity...................................................................................................142
6.5.2 Internal validity......................................................................................................142
6.5.3 External validity.....................................................................................................143
6.5.4 Reliability...............................................................................................................144
6.6 Summary and conclusion...............................................................................................145
7 Case studies....................................................................................................................147
7.1 Service additions: Affiliating psychiatric clinics...........................................................148
7.1.1 Hospital A: Affiliating a psychiatric clinic............................................................148
7.1.1.1 Case history........................................................................................................148
7.1.1.2 Case analysis......................................................................................................150
7.1.2 Hospital C: Affiliating a psychiatric clinic............................................................165
7.1.2.1 Case history........................................................................................................165
7.1.2.2 Case analysis......................................................................................................166
7.1.3 Comparison............................................................................................................175
7.2 Service divestures: Closing hospital wards....................................................................180
7.2.1 Hospital E: Closing an obstetric ward....................................................................180
7.2.1.1 Case history........................................................................................................180
7.2.1.2 Case analysis......................................................................................................183
7.2.2 Hospital D: Closing a surgical ward......................................................................193
7.2.2.1 Case history........................................................................................................193
7.2.2.2 Case analysis......................................................................................................195
7.2.3 Case comparison....................................................................................................206
7.3 Board personnel: Nominating CEOs..............................................................................212
7.3.1 Hospital A: (Re-)Nominating CEO A or nominating a new CEO.........................213
7.3.1.1 Case history........................................................................................................213
7.3.1.2 Case analysis......................................................................................................214
7.3.2 Hospital C: Nominating a new CEO......................................................................223
IV
Table of contents
7.3.2.1 Case history........................................................................................................223
7.3.2.2 Case analysis......................................................................................................224
7.3.3 Case comparison....................................................................................................230
7.4 Summary and conclusion...............................................................................................235
8 Discussion of key findings and further analysis............................................................237
8.1 The contribution and involvement of supervisory board directors in strategic decision-
making processes .......................................................................................................................237
8.1.1 Areas of contribution.............................................................................................237
8.1.2 Levels of involvement............................................................................................248
8.1.3 Summary and conclusion.......................................................................................258
8.2 The nature and mechanism of supervisory board directors power and influence in
strategic decision-making processes..........................................................................................259
8.2.1 The nature of supervisory board directors strategic decision making..................261
8.2.1.1 Interests..............................................................................................................262
8.2.1.2 Resources...........................................................................................................263
8.2.1.3 Interdependencies...............................................................................................265
8.2.1.4 Decision and/or action choices within networks of interests, resources and
interdependencies...............................................................................................................267
8.2.2 The mechanism of supervisory board directors power and influence in strategic
decision-making processes.....................................................................................................269
8.2.2.1 Making interpretations and goal developing......................................................274
8.2.2.2 Mobilising and goal promoting..........................................................................282
8.2.2.3 Negotiating and generating alternatives between supervisory board directors.. 288
8.2.2.4 Negotiating and selecting alternatives with internal and external stakeholders 304
8.2.2.5 Negotiating action taking and implementing alternatives..................................315
8.2.2.6 Power sources and influencing actions..............................................................321
8.2.2.7 Comparison of the supervisory board directors successful and unsuccessful
influencing of strategic decision-making processes...........................................................334
8.2.3 Supervisory board directors strategic role............................................................343
8.2.4 Summary and conclusion.......................................................................................346
8.3 Influencing factors on supervisory board directors power and influence.....................347
8.3.1 Board-level influencing factors..............................................................................347
8.3.1.1 Individual board-level influencing factors.........................................................347
8.3.1.2 Structural board-level influencing factors..........................................................352
8.3.2 Hospital-internal and external influencing factors.................................................360
8.3.2.1 Internal influencing factors................................................................................360
8.3.2.2 External influencing factors...............................................................................362
8.3.3 Internal and external stakeholders as influencing factors......................................363
8.3.3.1 Internal stakeholders..........................................................................................363
8.3.3.2 External stakeholders.........................................................................................365
8.3.4 Situational influencing factors...............................................................................367
8.3.5 Summary and conclusion.......................................................................................368
D: Final Part
9 Summary, limitations, implications and final conclusion..............................................371
9.1 Summary: research objectives, findings and contributions...........................................371
9.2 Limitations.....................................................................................................................375
9.3 Implications....................................................................................................................378
9.3.1 Implications for theory...........................................................................................378
9.3.2 Implications for practice........................................................................................384
Table of contents
9.3.3 Implications for research........................................................................................388
9.4 Final personal conclusion...............................................................................................391
Appendix
Appendix A-I: Contact letter..........................................................................................................394
Appendix A-II: Declaration of confidentiality...............................................................................395
Appendix A-III: Example of a rejection letter...............................................................................396
References
References:.............................................................................................................................398
List of figures:
Figure 1-1: Focus of this study in the form of a VENN diagram......................................................7
Figure 2-1: Perspectives on corporate governance in the form of a perspective cube.....................17
Figure 2-2: The open system of relations between the board and various stakeholders..................26
Figure 2-3: Corporate directing as governing and strategising by leading in action.......................35
Figure 2-4: Integrative framework of a selection of influencing factors on corporate directing.....37
Figure 3-1: The cognitive appraisal process of influencing potentials and the consequent
influencing attempt (a transposition of Lazarus and Folkman s stress model)................................49
Figure 3-2: Strauss and Corbin s Conditional Matrix......................................................................53
Figure 3-3: Visualisation of Crozier and Friedberg s approach of organized action.......................61
Figure 3-4: Conceptual framework for an organisational analysis of power and influence............67
Figure 4-1: Strategic decision-making as a formalistic-synoptic process........................................76
Figure 4-2: Strategic decision-making as apolitical process...........................................................79
Figure 5-1: The three-column organisational structure of hospitals................................................88
Figure 5-2: Possible legal forms for German public hospitals.........................................................94
Figure 5-3: Selectable legal forms for German public hospitals and their degree of independence of
the public authorities........................................................................................................................97
Figure 5-4: The typical governance structure of a public hospital with an owner-operated company
legal form.........................................................................................................................................99
Figure 5-5: The typical governance structure of a public hospital with a private limited company or
a municipally owned independent business legal form.................................................................100
Figure 5-6: The dualistic hospital financing system in Germany..................................................103
Figure 6-1: Relationships between research topic, research objective, research method, research
approach, data collection and data analysis...................................................................................110
Figure 6-2: Integrative conceptual framework to study supervisory board directors power and
influence in strategic decision-making processes..........................................................................115
Figure 6-3: Data analysis steps in the grounded theory method....................................................137
Figure 6-4: The identification of relationships in course of the axial coding................................139
Figure 7-1: Stakeholder diagram of the decision-making process regarding the affiliation of the
psychiatric clinic to hospital A: the position of SBD A II.............................................................155
Figure 7-2: Stakeholder diagram of the decision-making process regarding the affiliation of the
psychiatric clinic to hospital A: the position of chairman A..........................................................157
Figure 7-3: Stakeholder diagram of the decision-making process regarding the affiliation of the
psychiatric clinic to hospital A: the position of CEO A................................................................160
Figure 7-4: Stakeholder diagram of the decision-making process regarding the affiliation of the
psychiatric clinic to hospital A: the position of the Minister.........................................................161
Figure 7-5: The primary and secondary system of interaction regarding the affiliation of the
psychiatric clinic............................................................................................................................165
Figure 7-6: Stakeholder diagram of the decision-making process regarding the affiliation of the
psychiatric clinic to hospital C: the position of Chairman C.........................................................170
VI
Table of contents
Figure 7-7: Stakeholder diagram of the decision-making process regarding the affiliation of the
psychiatric clinic to hospital C: the position of CEO C.................................................................172
Figure 7-8: Stakeholder diagram of the decision-making process regarding the affiliation of the
psychiatric clinic to hospital C: the position of the supervisory board..........................................173
Figure 7-9: Map of the hospitals in case E, Closure of an obstetric ward ..................................181
Figure 7-10: Stakeholder diagram of the decision-making process regarding the closure of the
obstetric ward.................................................................................................................................192
Figure 7-11: Map of the hospitals in case D, Closure of a surgical ward ..................................194
Figure 7-12: Stakeholder diagram of the decision-making process regarding the closure of the
surgical ward..................................................................................................................................204
Figure 7-13: Composition of the supervisory board in hospital A................................................215
Figure 7-14: Stakeholder diagram of the decision-making process regarding the (re-) nomination
of CEO A or of a new CEO...........................................................................................................221
Figure 7-15: Composition of the supervisory board in hospital C.................................................225
Figure 7-16: Stakeholder diagram of the decision-making process regarding the nomination of
CEOC............................................................................................................................................229
Figure 8-1: The nature of supervisory board directors strategic decisionmaking.......................261
Figure 8-2: Illustration of multilateral interdependencies..............................................................266
Figure 8-3: Explanatory framework of supervisory board directors participation and exercise of
power and influence in strategic decision-making processes........................................................272
Figure 8-4: Interpretation making, identifying and goal developing.............................................278
Figure 8-5: Mobilising and goal promoting...................................................................................285
Figure 8-6: A categorisation of other supervisory board directors with respect to their interests and
support............................................................................................................................................290
Figure 8-7: The supervisory board as a network of more or less fragile coalitions in respect of
strategic issues................................................................................................................................292
Figure 8-8: Negotiating and alternative generating between the supervisory board directors......297
Figure 8-9: The supervisory board within its internal and external stakeholder environment......307
Figure 8-10: Negotiating and selecting a strategic alternative with internal and external
stakeholders....................................................................................................................................310
Figure 8-11: Strategy formation as an alternating and iterative process between decision and action
taking..............................................................................................................................................316
Figure 8-12: Negotiating action taking and strategic alternative implementing............................319
Figure 9-1: Impetus and definition as two inextricably intertwined processes..............................374
List of tables:
Table 1-1: Structure of the dissertation............................................................................................12
Table 2-1: The role of the board of directors in the light of five main theories..............................32
Table 4-1: Comparison of the main differences between process and content research.................71
Table 4-2: The rational, political and organised anarchy model of decision making......................75
Table 4-3: Basic assumptions of the formalistic-synoptic and the political-incremental models of
strategic decision-making processes................................................................................................83
Table 5-1: Care levels of German hospitals.....................................................................................91
Table 5-2: Time schedule for the introduction of the DRG system in Germany...........................105
Table 6-1: A selection of various design forms for interviews......................................................124
Table 6-2: Comparison of possible research methods for this study.............................................131
Table 6-3: Main features of the sample hospitals..........................................................................132
Table 6-4: Number of interview partners per hospital...................................................................134
Table 6-5: The three validities and reliability with key words and research phase affiliation......145
Table 7-1: Comparison of hospital A and C s affiliation of a psychiatric clinic...........................179
Table 7-2: Comparison of hospitals E and D s closure of a hospital ward....................................211
VII
Table of contents
Table 7-3: Comparison of hospitals A and C s CEO nomination..................................................234
Table 8-1: Areas of contribution by supervisory board directors and chairmen in German public
hospital boards...............................................................................................................................239
Table 8-2: Levels of non-executive board member involvement in strategy................................249
Table 8-3: Illustration of individual and group interests of the supervisory board members and
other actors derived from the interview data.................................................................................263
Table 8^1: Illustration of resources as input and output factors which could affect the hospital
supervisory board directors decision making...............................................................................265
Table 8-5: Illustration of the interdependencies between the supervisory board and the hospital
physicians.......................................................................................................................................267
Table 8-6: Illustration of the interdependencies between the supervisory board and the Ministry267
Table 8-7: Board composition in the 12 studied hospital boards...................................................354
VIII
|
| any_adam_object | 1 |
| author | Rueß, Michael Alexander |
| author_GND | (DE-588)141181508 |
| author_facet | Rueß, Michael Alexander |
| author_role | aut |
| author_sort | Rueß, Michael Alexander |
| author_variant | m a r ma mar |
| building | Verbundindex |
| bvnumber | BV036554792 |
| ctrlnum | (OCoLC)705653799 (DE-599)BVBBV036554792 |
| format | Thesis Book |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01694nam a2200397 c 4500</leader><controlfield tag="001">BV036554792</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20110128 </controlfield><controlfield tag="007">t|</controlfield><controlfield tag="008">100708s2010 xx d||| m||| 00||| eng d</controlfield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)705653799</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV036554792</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-355</subfield><subfield code="a">DE-83</subfield><subfield code="a">DE-188</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Rueß, Michael Alexander</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)141181508</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Supervisory board directors' power and influence in strategic decision-making processes</subfield><subfield code="b">a theoretical and empirical exploration</subfield><subfield code="c">submitted by Michael Alexander Rueß</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2010</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">IX, 449 S.</subfield><subfield code="b">graph. Darst.</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">n</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">nc</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Diss.-Nr. 3709</subfield></datafield><datafield tag="502" ind1=" " ind2=" "><subfield code="a">St. Gallen, Univ., Diss., 2010</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Krankenhaus</subfield><subfield code="0">(DE-588)4032786-3</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Aufsichtsbehörde</subfield><subfield code="0">(DE-588)4304242-9</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="651" ind1=" " ind2="7"><subfield code="a">Deutschland</subfield><subfield code="0">(DE-588)4011882-4</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="655" ind1=" " ind2="7"><subfield code="0">(DE-588)4113937-9</subfield><subfield code="a">Hochschulschrift</subfield><subfield code="2">gnd-content</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Deutschland</subfield><subfield code="0">(DE-588)4011882-4</subfield><subfield code="D">g</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Krankenhaus</subfield><subfield code="0">(DE-588)4032786-3</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="2"><subfield code="a">Strategisches Management</subfield><subfield code="0">(DE-588)4124261-0</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="3"><subfield code="a">Aufsichtsbehörde</subfield><subfield code="0">(DE-588)4304242-9</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="856" ind1="4" ind2="2"><subfield code="m">HBZ Datenaustausch</subfield><subfield code="q">application/pdf</subfield><subfield code="u">http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020476256&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA</subfield><subfield code="3">Inhaltsverzeichnis</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-020476256</subfield></datafield></record></collection> |
| genre | (DE-588)4113937-9 Hochschulschrift gnd-content |
| genre_facet | Hochschulschrift |
| geographic | Deutschland (DE-588)4011882-4 gnd |
| geographic_facet | Deutschland |
| id | DE-604.BV036554792 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T14:36:48Z |
| institution | BVB |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-020476256 |
| oclc_num | 705653799 |
| open_access_boolean | |
| owner | DE-355 DE-BY-UBR DE-83 DE-188 |
| owner_facet | DE-355 DE-BY-UBR DE-83 DE-188 |
| physical | IX, 449 S. graph. Darst. |
| publishDate | 2010 |
| publishDateSearch | 2010 |
| publishDateSort | 2010 |
| record_format | marc |
| spellingShingle | Rueß, Michael Alexander Supervisory board directors' power and influence in strategic decision-making processes a theoretical and empirical exploration Strategisches Management (DE-588)4124261-0 gnd Krankenhaus (DE-588)4032786-3 gnd Aufsichtsbehörde (DE-588)4304242-9 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4032786-3 (DE-588)4304242-9 (DE-588)4011882-4 (DE-588)4113937-9 |
| title | Supervisory board directors' power and influence in strategic decision-making processes a theoretical and empirical exploration |
| title_auth | Supervisory board directors' power and influence in strategic decision-making processes a theoretical and empirical exploration |
| title_exact_search | Supervisory board directors' power and influence in strategic decision-making processes a theoretical and empirical exploration |
| title_full | Supervisory board directors' power and influence in strategic decision-making processes a theoretical and empirical exploration submitted by Michael Alexander Rueß |
| title_fullStr | Supervisory board directors' power and influence in strategic decision-making processes a theoretical and empirical exploration submitted by Michael Alexander Rueß |
| title_full_unstemmed | Supervisory board directors' power and influence in strategic decision-making processes a theoretical and empirical exploration submitted by Michael Alexander Rueß |
| title_short | Supervisory board directors' power and influence in strategic decision-making processes |
| title_sort | supervisory board directors power and influence in strategic decision making processes a theoretical and empirical exploration |
| title_sub | a theoretical and empirical exploration |
| topic | Strategisches Management (DE-588)4124261-0 gnd Krankenhaus (DE-588)4032786-3 gnd Aufsichtsbehörde (DE-588)4304242-9 gnd |
| topic_facet | Strategisches Management Krankenhaus Aufsichtsbehörde Deutschland Hochschulschrift |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020476256&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT rueßmichaelalexander supervisoryboarddirectorspowerandinfluenceinstrategicdecisionmakingprocessesatheoreticalandempiricalexploration |
Inhaltsverzeichnis
UB Magazin
Bestellen und vier Wochen ausleihen mit Verlängerungsoption| Signatur: | 23 Q12834 |
|---|---|
| Exemplar 1 | entleihbar Vorhanden |