Politicising the transition: a study of core and boundary relations of power and politics in strategic decision making at Sudatel
by Abdallah M. Elamin, Mohamed Branine
World Review of Entrepreneurship, Management and Sustainable Development (WREMSD), Vol. 4, No. 2/3, 2008

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.

Online publication date: Mon, 12-May-2008

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the World Review of Entrepreneurship, Management and Sustainable Development (WREMSD):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com