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Article
Publication date: 13 June 2008

Athina Vasilaki and Nicholas O'Regan

The purpose of this paper is to address the link between the effectiveness of the top management team (TMT) and post‐acquisition organisational performance.

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Abstract

Purpose

The purpose of this paper is to address the link between the effectiveness of the top management team (TMT) and post‐acquisition organisational performance.

Design/methodology/approach

The paper undertakes a literature review, identifies four streams of research regarding TMT effectiveness and explores the role of TMT in the post‐acquisition integration process.

Findings

The paper identified the characteristics of an effective TMT in the post‐acquisition integration context. It pointed to the fact that, if TMTs effectively utilise the resources, effectively manage group processes and demonstrate high levels of group task leadership as well as personal integration to the task, then it will lead to an effective decision‐making process, demonstrate vision and be able to exert influence and commitment to the goal from their subordinates.

Practical implications

The paper can be used by managers to help them identify the critical factors that contribute to the success of an acquisition.

Originality/value

The paper addresses the literature on TMT effectiveness, applies it to the M&A context and proposes a way of examining this relationship.

Details

Team Performance Management: An International Journal, vol. 14 no. 3/4
Type: Research Article
ISSN: 1352-7592

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Article
Publication date: 13 June 2008

Vinh Sum Chau

The purpose of this editorial is to introduce the special issue on the relationship of strategic performance management to team strategy, company performance and organizational…

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Abstract

Purpose

The purpose of this editorial is to introduce the special issue on the relationship of strategic performance management to team strategy, company performance and organizational effectiveness.

Design/methodology/approach

The paper explains each of the components in this relationship before introducing the problematic issues regarding this relationship and where the gaps are missing in the extant literature; hence the need for the special issue is justified.

Findings

The paper finds that the concluding remarks are offered to suggest that strategic performance management can take place at top management, middle management, or strategic operations levels, and the their impact on team strategy, company performance and organizational effectiveness can be regarded as a special phenomenon, termed “strategic team performance management”.

Originality/value

This editorial provides an overview of this compilation which comprises five original papers that are examples of latest developments in this research area, and each of these articles contains a brief introduction on how they contribute to filling in gaps in the literature.

Details

Team Performance Management: An International Journal, vol. 14 no. 3/4
Type: Research Article
ISSN: 1352-7592

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Abstract

Details

Duty to Revolt
Type: Book
ISBN: 978-1-80382-316-4

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Abstract

Details

Duty to Revolt
Type: Book
ISBN: 978-1-80382-316-4

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Publication date: 9 November 2023

Abstract

Details

Duty to Revolt
Type: Book
ISBN: 978-1-80382-316-4

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