scholarly journals Inside the Black Box: The Effect of TMT Strategic Consensus on Firm Performance

Author(s):  
Sicheng Luo
Author(s):  
David P. Tegarden ◽  
Linda F. Tegarden ◽  
Steven D. Sheetz

The cognitive diversity of top management teams has been shown to affect the performance of a firm. In some cases, cognitive diversity has been shown to improve firm performance, in other cases, it has worsened firm performance. Either way, it is useful to understand the cognitive diversity of a top management team. However, most approaches to measure cognitive diversity never attempt to open the “black box” to understand what makes up the cognitive diversity of the team. This research reports on an approach that identifies diverse belief structures, i.e., cognitive factions, through the use of causal mapping and cluster analysis. The results show that the use of causal mapping provides an efficient and effective way to identify idiosyncratic and shared knowledge among members of a top management team. This approach allows the cognitive diversity of the top management team to not only to be uncovered, but also to be understood.


2012 ◽  
Vol 2012 (1) ◽  
pp. 11549
Author(s):  
Angelo J. Kinicki ◽  
Chad A. Hartnell ◽  
Chris Reina ◽  
Suzanne J. Peterson

2018 ◽  
Vol 88 ◽  
pp. 321-327 ◽  
Author(s):  
William C. McDowell ◽  
Whitney O. Peake ◽  
LeAnne Coder ◽  
Michael L. Harris

2014 ◽  
Vol 43 (4) ◽  
pp. 490-514 ◽  
Author(s):  
Nizar Mansour ◽  
Emna Gara ◽  
Chiha Gaha

Purpose – The purpose of this paper is to explore, and eventually unlocking, the “black box” problem by addressing the potential mediating role of human capital and organizational commitment in the relationship between high performance work systems (HPWS) and perceived firm performance in the Tunisian financial industry. Design/methodology/approach – Based on the strategic human resource management (SHRM) theory, the authors developed a model that links HPWS to perceived organizational performance through human capital and employee organizational commitment. Data collected from 351 respondents was considered. Multiple regression analysis was then used to assess the research hypotheses. Findings – Data collected from 351 respondents suggest that HPWS positively affect perceived firm performance through first, enhancing the firms’ human capital; and second, developing positive organizational commitment attitude among employees. In addition, a direct relationship between HPWS and firm performance was found. Research limitations/implications – The research focussed on the perceived performance of the organization rather than financial measures. Also, because data were collected from a sample of Tunisian financial companies, results of this study are not generalizable. Originality/value – More than two decades after the earliest contributions, the SHRM scholars believe that the “black box” problem is still accurate and, therefore, needs to be addressed in an effective way. At a general and broad level, the authors believe this study contributes to the SHRM literature by successfully addressing two critical “black box” elements, i.e. human capital and organizational commitment. Also, since there is a lack in such research in Tunisia, an icon country of the Arab spring, this paper provides theoretical basis for future research and managerial implications for Tunisian business leaders and HR managers. Finally, this research is extending the current empirical SHRM literature by addressing the critical role of HRM in the largely understudied field of financial services industry.


Sign in / Sign up

Export Citation Format

Share Document