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Top management team heterogeneity, strategic decision making and the moderating role of TMT behaviour
Mini Dissertation (MPhil)--University of Pretoria, 2020.
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| Other Authors: | |
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| Format: | Thesis |
| Language: | English |
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University of Pretoria
2021
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| _version_ | 1867613502830542848 |
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| access_status_str | Open Access |
| author2 | Vermeulen, Theresa |
| author_browse | Vermeulen, Theresa |
| author_facet | Vermeulen, Theresa |
| collection | Thesis |
| dc_rights_str_mv | © 2021 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. |
| description | Mini Dissertation (MPhil)--University of Pretoria, 2020. |
| format | Thesis |
| id | oai:repository.up.ac.za:2263/80467 |
| institution | University of Pretoria (South Africa) |
| language | English |
| last_indexed | 2026-06-10T12:37:10.603Z |
| license_str | Other — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UPSpace — University of Pretoria Institutional Repository |
| publishDate | 2021 |
| publishDateRange | 2021 |
| publishDateSort | 2021 |
| publisher | University of Pretoria |
| publisherStr | University of Pretoria |
| record_format | dspace |
| source_str | UPSpace — University of Pretoria Institutional Repository |
| spelling | oai:repository.up.ac.za:2263/80467 Top management team heterogeneity, strategic decision making and the moderating role of TMT behaviour Vermeulen, Theresa ichelp@gibs.co.za Maronoti, Bafundi UCTD Mini Dissertation (MPhil)--University of Pretoria, 2020. Since the 1980’s upper echelons theory postulated that managerial background characteristics partially predict organisational outcomes, TMT heterogeneity has been a subject of much interest. However, studies which examined the effects of TMT heterogeneity have produced inconsistent results due to a context-agnostic approach adopted in those studies, and a lack of appreciation of interaction effects among multiple diversity dimensions. This study accounts for these shortcomings and adopts a phenomenological research approach to explore how TMT heterogeneity affects strategic decision – a proximal outcome construct – in a context where there is a co-occurrence of multiple diversity dimensions. The study further recognises that the operating environment for organisations is typified by a trend of volatility, uncertainty, complexity and ambiguity which complicates decision making, and explores the effects of TMT heterogeneity in this context. The study finds that heterogeneous TMTs draw on their diverse and broad knowledge base to generate ideas and cross-pollinate in ways that improve the quality of strategic decisions. In instances where heterogeneity caused affective conflict which detracts from the efficacy of decisions, this study finds that the interaction of multiple diversity dimensions can neutralise the harmful effects of conflict, resulting in positive outcomes. pt2021 Gordon Institute of Business Science (GIBS) MPhil Unrestricted 2021-06-22T12:29:12Z 2021-06-22T12:29:12Z 2021/04/14 2020 Mini Dissertation Maronoti, B 2020, Top management team heterogeneity, strategic decision making and the moderating role of TMT behaviour, MPhil Mini Dissertation, University of Pretoria, Pretoria, viewed yymmdd <http://hdl.handle.net/2263/80467> http://hdl.handle.net/2263/80467 en © 2021 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. application/pdf University of Pretoria |
| spellingShingle | UCTD Top management team heterogeneity, strategic decision making and the moderating role of TMT behaviour |
| title | Top management team heterogeneity, strategic decision making and the moderating role of TMT behaviour |
| title_full | Top management team heterogeneity, strategic decision making and the moderating role of TMT behaviour |
| title_fullStr | Top management team heterogeneity, strategic decision making and the moderating role of TMT behaviour |
| title_full_unstemmed | Top management team heterogeneity, strategic decision making and the moderating role of TMT behaviour |
| title_short | Top management team heterogeneity, strategic decision making and the moderating role of TMT behaviour |
| title_sort | top management team heterogeneity strategic decision making and the moderating role of tmt behaviour |
| topic | UCTD |
| url | http://hdl.handle.net/2263/80467 |