Does participatory decision-making in top management teams enhance decision effectiveness and firm performance?
Authors: Carmeli, Abraham; Sheaffer, Zachary; Halevi, Meyrav Yitzack
Source: Personnel Review, Volume 38, Number 6, 2009 , pp. 696-714(19)
Publisher: Emerald Group Publishing Limited
Abstract:<B>Purpose</B> - 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. <B>Design/methodology/approach</B> - 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. <B>Findings</B> - 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. <B>Originality/value</B> - This paper sheds light on the importance of joint decision-making processes among TMT members for improving choices and enhances firm performance.
Document Type: Research article
Publication date: 2009-09-18