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Hambrick and Mason (1984) have proposed that the background characteristics of top managers can be used to predict the strategic choices of managers. The premise of this study is that the upper echelons perspective can be used to predict the strategic orientations of board members. The results have implications for both corporate and public policy. [ABSTRACT FROM AUTHOR]

If one reads the standard business policy literature, what does one find out about the formulation process needed to produce business strategy? Practically nothing! The literature is replete with discussions of the definition of strategy, the components of strategy, the necessity of having strategy, and the methods used to evaluate strategy, etc. Most business policy authors accept the product, the corporate strategy, without regard for the process of strategy formulation. Should this be the case? I think not, and the balance of this paper will be devoted to showing why process cannot for all purposes be totally divorced from product, and summarizing a literature that seems to hold promise in explaining the formulation process. [ABSTRACT FROM AUTHOR]

The authors distinguish between socially constructive organizational obedience and socially destructive organizational obedience. After discussing three illustrative actual cases, the causes of socially destructive obedience are examined. Organizational due process mechanisms are suggested as a potential solution to the problem. A Binding Board of Review model is suggested as the most effective design. [ABSTRACT FROM AUTHOR]