Does participatory decision-making in top management teams enhance decision effectiveness and firm performance?

被引：38

作者：

Carmeli, Abraham ^{[1
]}

Sheaffer, Zachary ^{[2
]}

Halevi, Meyrav Yitzack ^{[1
]}

机构：

[1] Bar Ilan Univ, Grad Sch Business Adm, Ramat Gan, Israel

[2] Open Univ Israel, Dept Management & Econ, Raanana, Israel

来源：

PERSONNEL REVIEW | 2009年 / 38卷 / 06期

关键词：

Participative management; Decision-making; Senior management Teams; Organizational performance; Israel; FINANCIAL PERFORMANCE; BEHAVIORAL INTEGRATION; MODERATING ROLE; UPPER ECHELONS; BLACK-BOX; CONFLICT; STRATEGY; ORGANIZATION; COMPREHENSIVENESS; ENVIRONMENTS;

D O I：

10.1108/00483480910992283

中图分类号：

F24 [劳动经济];

学科分类号：

020106 ; 020207 ; 1202 ; 120202 ;

摘要：

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.

引用

页码：696 / 714

页数：19

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