TY - JOUR
T1 - CEOs Driving Decision Making Toward Higher Performance
T2 - Strategic Micro-foundations of Small-Sized Family Firms
AU - Friedman, Yair
AU - Carmeli, Abraham
N1 - Publisher Copyright:
© The Author(s) 2021.
PY - 2022/6
Y1 - 2022/6
N2 - Chief executive officers (CEOs) have a substantial influence on the decision-making processes of the top management team (TMT) and the performance of the firm in general, and this influence is particularly important in small-sized family firms. By integrating research on CEO qualities and the CEO–TMT interface to explain how they interact in ways that drive firm performance, we provide a first attempt to highlight the importance of CEO capacity to implement decisions that were made following a comprehensive process (i.e., strategic decision comprehensiveness, SDC) for the performance of small-sized family firms. In so doing, we provide a micro-foundation lens and also direct research attention to decision implementation, a key issue in the field of strategic management, which unfortunately has relatively been overlooked in the extant literature. Results of multisource survey data collected from CEOs and TMT members of 131 small-sized family firms indicate a positive interaction effect between CEO implementation capacity, the TMT SDC, and the performance of small-sized family firms.
AB - Chief executive officers (CEOs) have a substantial influence on the decision-making processes of the top management team (TMT) and the performance of the firm in general, and this influence is particularly important in small-sized family firms. By integrating research on CEO qualities and the CEO–TMT interface to explain how they interact in ways that drive firm performance, we provide a first attempt to highlight the importance of CEO capacity to implement decisions that were made following a comprehensive process (i.e., strategic decision comprehensiveness, SDC) for the performance of small-sized family firms. In so doing, we provide a micro-foundation lens and also direct research attention to decision implementation, a key issue in the field of strategic management, which unfortunately has relatively been overlooked in the extant literature. Results of multisource survey data collected from CEOs and TMT members of 131 small-sized family firms indicate a positive interaction effect between CEO implementation capacity, the TMT SDC, and the performance of small-sized family firms.
KW - CEO implementation
KW - comprehensiveness
KW - performance
KW - small entrepreneurial family firms
KW - top management teams
UR - http://www.scopus.com/inward/record.url?scp=85108316566&partnerID=8YFLogxK
U2 - 10.1177/00218863211023279
DO - 10.1177/00218863211023279
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AN - SCOPUS:85108316566
SN - 0021-8863
VL - 58
SP - 256
EP - 280
JO - The Journal of Applied Behavioral Science
JF - The Journal of Applied Behavioral Science
IS - 2
ER -