Title: Serendipitous consequences of top management team conflict on organisation's decision-making ability

Authors: Rashid Shar Baloch; Ramsha Ali Baloch; Shar Farkaleet

Addresses: JENCO1, Jamshoro Power Company Limited, Sindh, Pakistan ' IBHM, Dow University of Health Science Ojha, Karachi, Pakistan ' Marine Sciences, Karachi University, Karachi, Pakistan

Abstract: Top management team (TMT) conflicts and coalition are of great importance and an essential component of any organisation and this has numerous significant motivational or disenchanting implications because they may envisage work and performance in ways that are unaccounted for by prevailing motivation practices. We hypothesise that TMT structure affects overall performance in relations to organisational decision-making ability and retention programs. We also examined that what conflict resolution strategies and conflict management styles have congruence with MD leadership credentials and performance. The outcome of statistical analysis confirms that conflict among TMT and coalition of team members against change or diversity is significantly associated with decision-making ability and executive retention programs. We find coherence between MD leadership credentials and TMT conflict and coalition. Model estimation and coefficient of determination for TMT conflict, organisational decision-making ability and Leadership performance yielded significant results.

Keywords: serendipitous consequences; TMT conflicts; decision-making ability; TMT retention programs; conflict resolution.

DOI: 10.1504/IJWOE.2023.132863

International Journal of Work Organisation and Emotion, 2023 Vol.14 No.3, pp.225 - 240

Received: 07 Jul 2021
Accepted: 30 Aug 2022
Published online: 13 Aug 2023 *

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