Top management team international experience and strategic decision-making

2018 ◽  
Vol 26 (1) ◽  
pp. 50-70 ◽  
Author(s):  
Akbar Azam ◽  
Cristina Boari ◽  
Fabiola Bertolotti
Keyword(s):  
Decision Making ◽  
Top Management Team ◽  
Time Frame ◽  
International Experience ◽  
Top Management Teams ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Top Management ◽  
Content Type

Purpose This study aims to explore the influence of top management team international experience on international strategic decision-making rationality and, subsequently, its effect on decision effectiveness (decision performance). Design/methodology/approach This analysis is based on survey data of small- and medium-sized international Pakistani firms operating in the IT industry. Findings Results show that top management team international experience is positively related to international strategic decision-making rationality, and the latter partially mediates the international experience – decision effectiveness relationship. Research limitations/implications The study is based on data collected from a single industry and focuses on an international decision that occurred within a time-frame of previous four years. Practical implications Findings suggest that international firms, when composing their top management teams, should favor the inclusion of internationally experienced managers. Originality/value The study of the influence of international experience on the decision-making process in general and decision-making rationality in particular has been largely neglected in extant literature. This paper highlights one way through which the international experience of the top management team as a whole relates to the effectiveness of international decisions. The paper also advances emergent managerial cognition literature focusing on the top management team and not individual decision makers.

The Effects of Top Management Team Size and interaction Norms on Cognitive and Affective Conflict

1997 ◽  
Vol 23 (4) ◽  
pp. 495-516 ◽  
Author(s):  
Allen C. Amason ◽  
Harry J. Sapienza
Keyword(s):  
Decision Making ◽  
Top Management Team ◽  
Cognitive Conflict ◽  
Top Management Teams ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Top Management ◽  
Team Size ◽  
Task Oriented

There is mounting evidence that effective top management teams engage in cognitive conflict but limit affective conflict. Cognitive conflict is task-oriented disagreement arising from differences in perspective. Affective conflict is individual-oriented disagreement arising from personal disaffection. This study of 48 TMTs found that team size and openness were positively related to cognitive conflict. While team size was also associated with greater affective conflict, when teams had high levels of mutuality, greater openness led to less affective conflict. The findings have implications for improving strategic decision making through the use of conflict.

Relationship between top management team internal social capital and strategic decision-making speed

Kybernetes ◽  
2016 ◽  
Vol 45 (10) ◽  
pp. 1617-1636 ◽  
Author(s):  
Jiajun Gu ◽  
Fenghua Xie ◽  
Xingsi Wang
Keyword(s):  
Decision Making ◽  
Social Capital ◽  
Positive Impact ◽  
Top Management Team ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Behavioral Integrity ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to explore the relationship between top management team (TMT) internal social capital and strategic decision-making speed, and further explore role of TMT behavioral integration in their relationship. It reveals how TMT internal social capital impacts strategic decision-making speed. Design/methodology/approach On the basis of the social capital theory and upper echelons theory, at first, a model about TMT internal social capital and strategic decision-making speed is proposed by exploratory case study. Then, the data obtained via questionnaire from 67 TMTs by software SPSS 19.0 and AMOS 17.0 are analyzed, and the theoretical hypotheses as mentioned above are verified. Findings The empirical study found that different dimensions of TMT internal social capital have significant positive impact on TMT behavioral integrity; TMT behavioral integrity has significant positive impact on strategic decision-making speed; and TMT behavioral integrity as an intermediary variable played a brokering role in the relationship between TMT internal social capital and strategic decision-making speed. Originality/value The study enriches the empirical test on the relationship between TMT internal social capital and decision speed, thereby helping the authors further understand how to improve the speed of strategic decision making in TMT.

Effects of top management team characteristics on strategic decision making

2007 ◽  
Vol 45 (6) ◽  
pp. 942-967 ◽  
Author(s):  
Daniel Kauer ◽  
Tanja C. Prinzessin zu Waldeck ◽  
Utz Schäffer
Keyword(s):  
Decision Making ◽  
Top Management Team ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Top Management ◽  
Team Characteristics

Worldly experience

2018 ◽  
Vol 34 (9) ◽  
pp. 21-23
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Reading Time ◽  
Top Management Team ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings International experience is an invaluable resource for any top management team when they have to conduct strategic decision making. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Top management team international experience, international information acquisition and international strategic decision rationality

2020 ◽  
Vol 30 (3) ◽  
pp. 441-456 ◽  
Author(s):  
Akbar Azam ◽  
Fabiola Bertolotti ◽  
Cristina Boari ◽  
Mian Muhammad Atif
Keyword(s):  
Information Acquisition ◽  
Top Management Team ◽  
International Experience ◽  
Management Team ◽  
Strategic Decision ◽  
Top Management ◽  
Strategic Decisions ◽  
Content Type ◽  
International Firms ◽  
Positive Effect

Purpose The purpose of this paper is to test whether Top Management Team (TMT) international experience is positively associated to international information acquisition from managerial international contacts and whether international information partially mediates the positive relationship between TMT international experience and international strategic decision rationality. Design/methodology/approach Data were collected through a survey of small- and medium-sized of international Pakistani software firms. Findings This study reports that TMT international experience-international strategic decision rationality relationship to international information acquisition and that this information acquisition partially mediates the TMT international experience, i.e. international strategic decision rationality relationship. Practical implications When selecting the members of their TMT, international firms should pay careful attention to their international experience. Originality/value Previous research demonstrates that TMT international experience has a positive effect on international strategic decision rationality and that this effect is transferred to performance. This study shows that the positive effect of TMT international experience is derived from the personal international knowledge and the international information collected from managers’ international contacts. This ability to make rational international strategic decisions could have a positive effect on decision-making and firm performance.

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