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How CEOs and TMTs Build Adaptive Capacity in Small Entrepreneurial Firms

Friedman, Yair, Carmeli, Avraham and Tishler, Asher (2016) How CEOs and TMTs Build Adaptive Capacity in Small Entrepreneurial Firms Journal of Management Studies, 53 (6). pp. 996-1018.

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Abstract

Research suggests that a CEO may have more influence in the context of small entrepreneurial firms, but it is still unclear how a company's chief executive facilitates strategic decision-making. Little is known about the ways in which these individuals build strategic capabilities, such as the capacity to adapt to changing environments. This study addresses these issues and develops a model indicating that transformational leadership facilitates behavioural integration and comprehensiveness in the decision process among members of the top management team (TMT), which in turn enhances organizational capacity to adapt to environmental changes. Survey results shed light on the complex way in which CEOs facilitate processes within the TMT and enhance small entrepreneurial firms’ capacity to adapt, thereby increasing their viability. This study contributes to the literatures on Upper Echelon Theory, strategic decision-making, and dynamic capabilities by shedding light on the ways in which transformational leaders influence behavioural and decision-making processes.

Item Type: Article
Divisions : Faculty of Arts and Social Sciences > Surrey Business School
Authors :
NameEmailORCID
Friedman, Yair
Carmeli, Avrahama.carmeli@surrey.ac.uk
Tishler, Asher
Date : 11 February 2016
Identification Number : 10.1111/joms.12184
Copyright Disclaimer : © 2016 John Wiley & Sons Ltd and Society for the Advancement of Management Studies
Uncontrolled Keywords : Adaptability; Behavioural integration; Comprehensiveness; Small entrepreneurial firms; Top management teams; Transformational leadership
Depositing User : Clive Harris
Date Deposited : 17 Oct 2017 14:24
Last Modified : 14 Mar 2018 14:40
URI: http://epubs.surrey.ac.uk/id/eprint/842558

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