No abstract
Although research on diversity management team had been widely conducted, previous research defined diversity in many different ways and many studies focused their research on top management team of big companies and big industries. This study examined the influence of several type of diversity of top management team on decision-making comprehensiveness and social integration, and tests these last two variables on performance. Using data Rural Banks (banking industry), the results showed that several variables of diversity of top management team affect decision-making comprehensiveness and social integration. The study also confirmed that the company's performance is affected by decision-making comprehensiveness and social integration.
Research on corporate governance has been conducted extensively over the past few decades. However, the result of various studies failed to produce conclusive insight. This study is aimed at identifying, classifying, analyzing and interpreting previous research on corporate governance in Asia by using meta-analytical approach. By using the HOMA (Hedges-Olkin Meta-Analytical) procedures, the current study collected eighty articles from journals ranging from 1999 until 2017. Data were gathered from empirical scientific papers. Through rigorous research process, the current study found that most previous research on corporate governance in Asia observed the patterns of influence of various types of ownership structure and board characteristics on corporate performance. Ownership by family, government, and management tend to have a negative impact on performance, whilst institutional ownership and foreign ownership show positive effect on performance. The study reveals inconsistent result for frequency of board meetings, existence of family members on board, outside director, and board independence towards performance. Similar finding appeared for the relationship of performance to women on board and CEO duality. CGPI as the Corporate Governance Perception index and board size were found to have a positive consistency on performance. Apart from limitations of the study, the result suggests that there exists institutional and environmental specificity in the study of corporate governance in Asia that may be different from other context of study so that future researcher need to take a precaution of this matter.
Many challenges have been faced by Higher Education Institutions (HEIs) in this recent decade, required them to seek new approach to ensure their sustainability. One of those is through innovation in program and strategies and encourage innovativeness of organization. We argue that one of determinant of organizational innovativeness is by taking attention towards knowledge integration within organization. Taking point from strategic leadership perspective in which based on upper echelons theory, this research aims to determine innovativeness through knowledge integration and its antecedents from top management teams (TMTs) characteristics in Higher Education Institutions (HEIs). Data were collected from 33 Higher Education Institutions (HEIs) inWest Sumatera. Result shows cognitive diversity of TMTs has a negative effect toward knowledge integration. Diversity in knowledge which proxies by educational background diversity has a direct positive affect towards innovativeness. Knowledge integration has positive effect towards organizational innovativeness. Conclusion and some recommendations are discussed in the end of article. Index Terms-Top management team, knowledge integration, Innovation, higher education institution.
Turnaround process involved many approaches of strategic and tactical attempts. However, such knowledge are difficult to identified since many previous studies only focused on what constitute successful turnaround, and limited to the use of financial data. As turnaround is a transformational process comprehend every element of organization, ploy on implementing and orchestrating such strategic action should be determined by company’s top leaders. The purpose of this study was to explore the way in which leaders manage the company’s turnaround process and their leadership style through a qualitative study in Indonesian business. Drawing from several top managers in various industry in Indonesia, the result showed that there are many attempt should consider on implementing turnaround process. Financial restructuration, employee’s transformation initiative, and business reengineering process are imperative approaches. Furthermore, leaders need to consider top-down approach on decision making, attention to detail, and open communication to gain employees commitment.
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