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Abstract For the strategic management field to advance its understanding of the interpersonal dimensions of strategic decision‐making, valid and reliable measures of power and influence need to be developed. Research in the discipline would also be subsequently likely to enjoy enhanced viability and greater cross‐discipline confidence if it was based on proven measures. For these reasons, field research was undertaken to determine if a modified version of an existing instrument (Spekman, 1979), designed to gauge social power at low organizational levels, could be used to measure the exercise of CEO power in strategic decision‐making.
Pearce et al. (Fri,) studied this question.