Abstract
The aim of this paper is to present a case study that describes and analyses the use of power and politics in the process of strategic decision making within the context of a developing country organisation. The organisation is a Sudanese telecommunications company (Sudatel) that was going through a transition from public to private ownership. Using a grounded theory approach to research and a case study method, the paper revealed that the process of strategic decision-making is the outcome of two types of relations: 'Core Relations' and 'Boundary Relations'. Hence, the analysis of such relations is expected to help in understanding strategic decision making processes in organisations that are subject to similar circumstances in other transition countries.
| Original language | English |
|---|---|
| Pages (from-to) | 218-232 |
| Number of pages | 15 |
| Journal | World Review of Entrepreneurship, Management and Sustainable Development |
| Volume | 4 |
| Issue number | 2-3 |
| DOIs | |
| Publication status | Published - May 2008 |
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Politicising the transition : a study of core and boundary relations of power and politics in strategic decision making at Sudatel. / Elamin, Abdallah M.; Branine, Mohamed.
In: World Review of Entrepreneurship, Management and Sustainable Development, Vol. 4, No. 2-3, 05.2008, p. 218-232.Research output: Contribution to journal › Article
TY - JOUR
T1 - Politicising the transition
T2 - a study of core and boundary relations of power and politics in strategic decision making at Sudatel
AU - Elamin, Abdallah M.
AU - Branine, Mohamed
PY - 2008/5
Y1 - 2008/5
N2 - The aim of this paper is to present a case study that describes and analyses the use of power and politics in the process of strategic decision making within the context of a developing country organisation. The organisation is a Sudanese telecommunications company (Sudatel) that was going through a transition from public to private ownership. Using a grounded theory approach to research and a case study method, the paper revealed that the process of strategic decision-making is the outcome of two types of relations: 'Core Relations' and 'Boundary Relations'. Hence, the analysis of such relations is expected to help in understanding strategic decision making processes in organisations that are subject to similar circumstances in other transition countries.
AB - The aim of this paper is to present a case study that describes and analyses the use of power and politics in the process of strategic decision making within the context of a developing country organisation. The organisation is a Sudanese telecommunications company (Sudatel) that was going through a transition from public to private ownership. Using a grounded theory approach to research and a case study method, the paper revealed that the process of strategic decision-making is the outcome of two types of relations: 'Core Relations' and 'Boundary Relations'. Hence, the analysis of such relations is expected to help in understanding strategic decision making processes in organisations that are subject to similar circumstances in other transition countries.
U2 - 10.1504/WREMSD.2008.018226
DO - 10.1504/WREMSD.2008.018226
M3 - Article
VL - 4
SP - 218
EP - 232
JO - World Review of Entrepreneurship, Management and Sustainable Development
JF - World Review of Entrepreneurship, Management and Sustainable Development
SN - 1746-0573
IS - 2-3
ER -