Investigating strategic control, independence of managers, organizational policies and subjective career advancement in tourism organizations

Purpose This study aims to examine the relationship between strategic management, managerial freedom, organizational policies and subjective career advancement in tourism organizations such as travel agencies and five-star hotels in Iran. Design/methodology/approach The authors use structural equation modeling with the Smart PLS3 software. It should be noted that the questionnaire’s validity and reliability are explored in detail. Findings The findings imply that expanding senior managers’ discretionary authority can enhance their ability to make sound judgments. Additionally, it is believed that increasing staff promotions on an equitable basis would drive all employees to perform better. Research limitations/implications This study sheds light on the role of independence and strategic control in organizational policies and the impact of policies on career advancement, but it also fills a theoretical gap. Practical implications Managers must be gradually prepared for independence by their organizations. Managers who lack identifying features may abuse their position and engage in political behavior as a result of their independence. Managers may also misuse their autonomy and cause harm to the organization. Originality/value There has been little consideration paid to the effect that organizational policies have on individuals’ subjective career advancement. This research aims to contribute by pursuing the following goals: 1) Examining the link between organizational strategy and policies. 2) Exploring the connection between managerial autonomy and organizational policy. 3) To determine the relationship between organizational policies and career advancement.