scholarly journals Top Management Demographics and Performance: An Empirical Investigation of Kenyan State Corporations

2018 ◽  
Vol 10 (1) ◽  
pp. 1
Author(s):  
Rose N. Mkalama ◽  
Vincent N. Machuki
Keyword(s):  
Organizational Performance ◽  
Top Management Teams ◽  
Future Research ◽  
Top Management ◽  
Cross Sectional ◽  
Upper Echelons Theory ◽  
Top Managers ◽  
And Performance ◽  
The Right ◽  
Descriptive Survey

The study investigated the influence of top management demographics on the performance of Kenyan state corporations. Through a cross sectional descriptive survey, data was obtained from 96 Kenyan state corporations using a semi-structured questionnaire and analyzed using both descriptive and inferential statistics. The study findings indicated that top management demographics had a statistically significant influence on the performance of Kenyan state corporations. The study contributes to the upper echelons theory and resource based theory. Policy makers will also benefit in ensuring that the aspects of top management demographics are properly mainstreamed in order to achieve high organizational performance. Managers who are in charge of attracting the top management teams in organizations will benefit in understanding the importance of having top managers with the right demographics in order to drive strategy. Based on the limitations of the study, areas for future research have been highlighted.

scholarly journals Does Diversity in Top Management Teams Contribute to Organizational Performance? The Response of the IBEX 35 Companies

2020 ◽  
Vol 9 (4) ◽  
pp. 36
Author(s):  
Mercedes Rodríguez-Fernández ◽  
Ana I. Gaspar-González ◽  
Eva M. Sánchez-Teba
Keyword(s):  
Organizational Performance ◽  
Gender Diversity ◽  
Top Management Teams ◽  
Point Of View ◽  
Management Teams ◽  
Top Management ◽  
Demographic Diversity ◽  
Organizational Policies ◽  
Upper Echelons Theory ◽  
A Company

This study contributes to the dissemination of the theoretical and empirical knowledge on the Upper Echelons Theory, considering training and demographic diversity in Top Management Teams (TMTs) as a unique feature of companies, in our case, the IBEX 35 companies. Based on the results, we can confirm that the inclusion of women in management teams positively influences the sales of a company and contributes to increasing financial results. Age and knowledge of two or more languages are important factors in achieving an increase in financial performance. From the point of view of business practice, the results obtained are useful for increasing knowledge of which TMT characteristics are valid, which allows for better results and the establishment of responsible organizational policies that promote the inclusion of gender diversity in TMTs. In addition, the results of this study indicate that the incorporation of members of other non-Spanish nationalities would constitute a distinctive feature of a company and would enrich it not only financially, but also culturally.

Assessing the State of Top Management Teams Research

2017 ◽  
Author(s):  
Steven A. Stewart ◽  
Allen C. Amason
Keyword(s):  
Organizational Performance ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Extensive Literature ◽  
Management Research ◽  
Upper Echelon ◽  
Top Managers ◽  
The Subject ◽  
Key Questions

Since the earliest days of strategic management research, scholars have sought to measure and model the effects of top managers on organizational performance. A watershed moment in this effort came with the 1984 introduction of Hambrick and Mason’s upper echelon view and their contention that firms are a reflection of their top management teams (TMT). An explosion of research followed and hundreds, if not thousands, of manuscripts have since been published on the subject. While a number of excellent reviews of this extensive literature exist, a relative few have asked questions about the overall state and future of the field. We undertook this assessment in an effort to answer some key questions. Are we still making progress on the big questions that gave rise to the upper echelon view, or have we reached a point of diminishing returns with this stream of research? If we are at an inflection point, what are the issues that should drive future inquiry about top management teams?

scholarly journals We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

2021 ◽  
Vol 18 (8) ◽  
pp. 4241
Author(s):  
Marisa Salanova ◽  
Hedy Acosta Antognoni ◽  
Susana Llorens ◽  
Pascale Le Blanc
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Organizational Trust ◽  
Organizational Practices ◽  
Return On Assets ◽  
Top Managers ◽  
Psychological Mechanism ◽  
And Performance

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

The Inclusion of CIOs in Top Management Teams

2016 ◽  
Vol 29 (3) ◽  
pp. 37-52 ◽  
Author(s):  
Wenhong Luo
Keyword(s):  
Organizational Factors ◽  
Top Management Teams ◽  
Top Management ◽  
Data Set ◽  
Top Executives ◽  
Firm Diversification ◽  
Upper Echelons Theory ◽  
Role Of It ◽  
The Relationship

The inclusion of the CIO in the top management team (TMT) is one indicator of how top executives view the role of IT within their firms. This study draws upon the upper echelons theory to examine the organizational factors contributing to the CIO inclusion. A panel data set is used to empirically test the hypotheses. The results show that TMT age and firm diversification are found to be linked to the CIO inclusion. The study contributes to an understanding of the relationship between the CIO and TMT and provides a potential measure of IT importance within firms.

scholarly journals CONCEPTUAL REVIEW OF LEADERSHIP ON ORGANIZATIONAL PERFORMANCE

2020 ◽  
Vol 8 (1) ◽  
pp. 1044-1095
Author(s):  
Can ERERDİ ◽  
Esra ÜNLÜASLAN DURGUN
Keyword(s):  
Organizational Performance ◽  
Leadership Style ◽  
Research Agenda ◽  
Empirical Studies ◽  
Leadership Characteristics ◽  
Future Research ◽  
Comprehensive Model ◽  
Future Research Agenda ◽  
Managerial Implications ◽  
And Performance

In the last few years, due to the surge in the attention towards leadership and the lack of a review mapping the effects of leadership on organizational performance, we believe its coherent to provide a clear review on leadership and how it affects organizational performance. This paper aims to review empirical studies on leadership and organizational performance with the aim of constructing a comprehensive model to conceptualize existing literature. The authors reviewed main journals with impact factor of over 2 and all Leadership titled SSCI journals. As a result, 687 studies published between 1957 and 2017 were analyzed, out of which 486 met the criteria of being empirical studies on leadership and performance. Out of the 486, 20 articles used Organizational Performance as their dependent variable, thus were included in our model. In doing so, the authors aim to extend the field in three ways: First, based on their review, the authors mapped a comprehensive model of the effects of leadership style and leadership characteristics through moderators and organizational mediators on organizational performance. Second, the authors, through vigorous examination, display and evaluate existing variables and measures on leadership and organizational performance within the literature. Finally, the authors aim to contribute to the field by presenting a detailed future research agenda and practical considerations for managerial implications.

scholarly journals Corporate Governance Role in Improving the Financial Information Quality within the Saudi Electricity Company: دور حوكمة الشركات في تحسين جودة المعلومات المحاسبة في الشركة السعودية للكهرباء

2020 ◽  
Vol 4 (1) ◽  
Author(s):  
Arwa Hassan Baabbad
Keyword(s):  
Corporate Governance ◽  
Significant Relationship ◽  
Information Quality ◽  
Survey Methodology ◽  
Governance System ◽  
And Performance ◽  
The Right ◽  
Descriptive Survey ◽  
The Impact

The present study aimed to find out the role of corporate governance in improving the quality of information in the Saudi Electricity Company. The researcher used the descriptive survey methodology. As to achieve the study objectives، the researcher utilized the questionnaire tool، in which the study sample (50) members of SEC distributed into employees، managers and decision makers. The study concluded to many results، among of which are: there is a statistically significant relationship between the availability of corporate governance system and performance improvement of the Saudi Electricity Company، there is a statistically significant relationship between corporate governance and appropriateness in improving the performance of the Saudi Electricity Company، it was also found that there is a statistically significant relationship between corporate governance and optimal disclosure in improving the performance of Saudi Electricity Company. The study also found that there is a statistically significant relationship between corporate governance and the right timing in improving the performance of the Saudi Electricity Company. The study suggested number of recommendations، among of which are: the importance of the shareholding companies to comply with the corporate governance regulations considering the interest of companies and their shareholders and all other parties benefiting from the financial statements، attempting to take advantage of the multiple benefits of corporate governance and expand its application in the various economic units in Saudi Arabia، conduct studies on companies that applies the requirement of the Corporate Governance Regulations، and the impact of the application of corporate governance on the shares of these units to find out the relationship between the quality of accounting information in light of the application of corporate governance and the stock market from another angle، imposing deterrent penalties concerning the Corporate Governance Regulations on companies that did not apply this regulation.

scholarly journals VERSLO ORGANIZACIJŲ KLIMATO ĮVERTINIMO GALIMYBĖS

Psichologija ◽  
2005 ◽  
Vol 31 ◽  
pp. 86-100
Author(s):  
Rita Rekašiūtė-Balsienė
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Organizational Development ◽  
Wide Spectrum ◽  
Work Organization ◽  
Working Environment ◽  
Future Research ◽  
Climate Assessment ◽  
And Performance ◽  
Business Departments

Daugelio tyrimų rezultatai rodo, kad organizacijos klimatas ir jos veiklos rezultatai yra susiję. Organizacijos klimato matavimas gali būti atspirties taškas planuojant veiklos tobulinimo, siekiant didesnio efektyvumo, pokyčius. Straipsnyje pristatytos trys organizacijos klimato teorijų grupės ir atliktas tyrimas, siekiant aprašyti Lietuvos verslo organizacijų klimatą. Tyrimo tikslas – įvertinti Lietuvos verslo organizacijų klimatą taikant tam sukurtą metodiką. Tyrimui keliami uždaviniai: 1) parengti organizacijos klimato vertinimo metodiką; 2) išanalizuoti organizacijos klimato ypatybes, būdingas Lietuvos verslo organizacijoms. Gauti rezultatai rodo, kad Lietuvos verslo organizacijų klimatas turi bendrų ypatumų: geriausiai yra vertinama organizacijos svarba darbuotojams (didžiavimasis organizacija), darbuotojų pastangos ir tarpusavio santykiai bei pagarba, o blogiausiai – darbuotojų veiklos ir pastangų įvertinimas bei darbo organizavimas. Sukurta metodika patikrinta tiriant Lietuvos verslo organizacijas. Ji leidžia įvertinti bei aprašyti organizacijos klimatą ir gali būti pagrindas aiškinantis, kokia yra organizacijos būklė. ORGANIZATIONAL CLIMATE ASSESSMENT POSSIBILITIES IN BUSINESS ORGANIZATIONSRita Rekašiūtė-Balsienė SummaryOrganizational climate has been widely discussed in the literature since the concept of social climate was proposed. They perceived organizational climate as a set of properties of the working environment which can be measured. In the article we present three set of theories of organizational climate concepts, which were found in the literature.The wide spectrum of organizational climate and performance surveys suggests that there are relationship between the climate dimensions and all kind of organizational performance indicators. It is suggested, that for a plan of activities for improving effectiveness of all organization may be used climate surveys.The purpose of this survey is to evaluate organizational climate is Lithuanian business organizations using the questionnaire which was created by the author of the article.Sample: 6 Lithuanian organizations from the service business sector, total of 591 employees. All organizations are among the firs seventh leaders of their practice field.Method: Organizational climate questionnaire (constructed by author of the article) was used in this survey. Factorial analysis distinguishes eight factors (scales): evaluations of employee attempts and performance; interrelations and respect; flexibility and quality of organization performance; employee struggle; goals knowledge; organization magnitude; cooperation; work organization. The research has been carried out in 2003–2004.Results of this survey shows, that all organizations have common peculiarities of organizational climate. Perceived as the best organizational climate aspects are organization magnitude, employee struggle, interrelations and respect; perceived as the worst organizational climate aspects are evaluation of employee attempts and performance and work organization. There was found significant differences in perceived organization conditions between managers and employees and between business departments and business support departments, what request more in depth survey. Organizational climate of two organizations are described in detail. It is suggested, that created questionnaire can be used to asses organizational climate and be useful tool for the organizational development practitioner and researcher. Practical implications and suggestions for future research are proposed.

Measuring the Right Objectives

2013 ◽  
pp. 122-132
Author(s):  
Kizzy M. Parks ◽  
Felicia O. Mokuolu ◽  
Daniel P. McDonald
Keyword(s):  
Change Management ◽  
Organizational Performance ◽  
Work Environment ◽  
Employee Engagement ◽  
Future Research ◽  
Organizational Strategies ◽  
Diversity And Inclusion ◽  
Actual Effectiveness ◽  
The Right ◽  
Promotion Rates

For businesses to keep pace with contemporary workforce changes, it is imperative to foster an inclusive work environment that empowers, values, identifies, and capitalizes on the workforces’ talents, skills, and abilities. Although diversity is recognized as a crucial element for organizational performance, its measurement lacks standardization. Organizations tend to follow simplistic assessment approaches, typically by tracking and measuring salient areas (i.e., easily measured areas such as the demographics of the organization and/or promotion rates). Thus, they fail to evaluate the actual effectiveness of diversity initiatives. Given that this approach is limited and lacks the substance that would inform organizational strategies of the need to increase employee engagement and productivity, the authors leveraged the expertise of two practitioners to discuss methods for measuring the effectiveness of diversity and inclusion programs. In addition, diversity is discussed as related to innovation, employee engagement, and change management, thereby leading to suggestions for future research.

Entrepreneurial leadership: a missing link between perceived organizational support and organizational performance

2020 ◽  
Vol 16 (4) ◽  
pp. 377-388 ◽  
Author(s):  
Rabia Imran ◽  
Raghad Ezzeldin Aldaas
Keyword(s):  
Organizational Performance ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Past Research ◽  
Entrepreneurial Leadership ◽  
Cross Sectional ◽  
Content Type ◽  
And Performance ◽  
The Impact

PurposeThe current research is aimed at exploring entrepreneurial leadership (EL) as a mediator in perceived organizational support (POS) and organizational performance (OP) relationship. Furthermore, it also examined the impact of POS and entrepreneurial leadership on the performance of an organization.Design/methodology/approachA purposively selected sample of 216 respondents from the SME sector of Oman was chosen for the study.FindingsThe results revealed that POS and entrepreneurial leadership positively and significantly have an effect on organizational performance. Moreover, the hypothesized role of entrepreneurial leadership as a mediator between POS and OP relationship was also supported.Research limitations/implicationsIn spite of the novelty of the research, it was limited due to a few reasons. First, the research design is cross-sectional. Second, the research only focused SME sector. This research only focused on entrepreneurial leadership as a mediator, whereas, other mediators could have been explored as well.Originality/valueThe research on POS and organizational performance relationship is still in its exploration stage. Past research indicate that POS has an effect on different outcomes within an organization, including its performance. However, still, the research on the entrepreneurial leadership process is quite scarce. The current research will explore it in the context of Oman, where there is a dire need to establish SME sector performance. The unique combination between POS, entrepreneurial leadership and performance in the SME sector of Oman marks the novelty of the current research. This study contributes to the SME’s literature and it is among the pioneer studies exploring the mediating role of entrepreneurial leadership in the relationship between POS and OP.

Performance Appraisal, Performance Management and Improving Individual Performance: A Motivational Framework

2006 ◽  
Vol 2 (2) ◽  
pp. 253-277 ◽  
Author(s):  
Angelo S. DeNisi ◽  
Robert D. Pritchard
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Improvement ◽  
Individual Performance ◽  
Future Research ◽  
Improve Performance ◽  
Performance Management Systems ◽  
Recent Trends ◽  
And Performance ◽  
The Right

Performance appraisal has been the focus of considerable research for almost a century. Yet, this research has resulted in very few specific recommendations about designing and implementing appraisal and performance management systems whose goal is performance improvement. We believe that a reason for this is that appraisal research became too interested in measurement issues and not interested enough in ways to improve performance, although some recent trends in the area have begun moving the field in the right direction. We review these trends and their genesis, and propose a motivational framework as a means of integrating what we have learned and generating proposals for future research that focus on employee's performance improvement.

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