CEO Beliefs, Management Development, and Corporate Strategy

Abstract

This study explored possible relationships between management development (MD) and corporate strategy. First, the beliefs of CEOs and training officers (TO) concerning the role of MD in the strategy process were compared. Second, the study focused on the influence of CEO and TO beliefs on actual MD practices. And finally, possible relationships between MD and various measures of corporate performance were examined. Results revealed differences between CEOs and TOs regarding the role of MD in the strategy process and the link between MD and business need. Some evidence that CEO beliefs influence MD practices were found. No significant difference among firms on the nature of MD practices were revealed. Implications for practice are discussed.