Phenomenological Exploration of Executive Experience in Corporate Governance and Strategic Decision-Making in Multinational Leaders
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Abstract
Corporate governance is a crucial component of organizational success, influencing decision-making and strategic planning, particularly in global markets. However, the subjective experiences of corporate leaders navigating governance frameworks in these complex environments remain underexplored. Despite existing research on governance structures and their effects on organizational outcomes, little is known about how these structures shape leaders’ personal decision-making processes. This study adopts a phenomenological approach to explore the lived experiences of corporate leaders in multinational companies and examines how governance frameworks influence their strategic decisions. Using in-depth interviews with 10 senior executives, this research reveals that governance systems serve not only as regulatory guidelines but also as a source of tension between governance structures and decision-making when leaders must adapt quickly to external market pressures. The findings contribute to a deeper understanding of corporate governance by emphasizing the subjective dimensions of leadership decision-making. These insights highlight the need for governance frameworks that balance structure with flexibility, offering implications for the design of more effective governance systems in global businesses.
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