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.
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
Keywords
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…
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.