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Journal of Management
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A CEO-Adviser Model of Strategic Decision Making

Lucy A. Arendt

Professional Programs in Business, University of Wisconsin–Green Bay, 2420 Nicolet Drive, WH 460, Green Bay, WI 54311; Tel.: 920-465-2817; fax: 920-465-2660. arendtl{at}uwgb.edu

Richard L. Priem

School of Business Administration, Management & Organizations Area, University of Wisconsin–Milwaukee, P.O. Box 742, Milwaukee, WI 53201

Hermann Achidi Ndofor

Belk College of Business Administration, University of North Carolina at Charlotte, 9201 University City Blvd., Charlotte, NC 28223

Upper echelons research has emphasized decision making either by individual CEOs or by teams of top managers. The authors introduce the CEO-Adviser model as an intermediate model of strategic decision making. The CEO-Adviser model leads to new propositions that have not been explored through the individual CEO or top management team models concerning how context affects the use of formal versus informal advisory systems and how advisers are selected.

Key Words: CEO-Adviser model • CEO • top management team • strategic decision making

Journal of Management, Vol. 31, No. 5, 680-699 (2005)
DOI: 10.1177/0149206305279054
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