Abstract
Purpose - The purpose of this paper is to examine how participatory decision-making processes in top management teams (TMT) influence strategic decision effectiveness and firm performance. Design/methodology/approach - Data from 94 TMTs are collected from structured surveys. Each firm's CEO provides data on strategic decision effectiveness, and a senior executive member of the TMT provided data on participatory decision-making processes and firm performance. Findings - Results show that participatory decision-making processes in the TMT are positively associated with decision effectiveness, but there is both a direct and an indirect relationship (through decision effectiveness) between participatory decision-making processes and firm performance. Originality/value - This paper sheds light on the importance of joint decision-making processes among TMT members for improving choices and enhances firm performance.
| Original language | English |
|---|---|
| Pages (from-to) | 696-714 |
| Number of pages | 19 |
| Journal | Personnel Review |
| Volume | 38 |
| Issue number | 6 |
| DOIs | |
| State | Published - Sep 2009 |
| Externally published | Yes |
UN SDGs
This output contributes to the following UN Sustainable Development Goals (SDGs)
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SDG 16 Peace, Justice and Strong Institutions
Keywords
- Decision-making
- Israel
- Organizational performance
- Participative management
- Senior management
- Teams
ASJC Scopus subject areas
- Applied Psychology
- Organizational Behavior and Human Resource Management
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