The effects of the top management team on organizational performance

Abstract

This article reports the results of a study of the effects of actions of the top management team of Taiwanese owned businesses located in China. Over 1000 questionnaires were distributed, with 774 valid responses included in the analyses discussed in this study. In particular, four relationships were examined in the study as follow: the relationships between: a. the actions of the top management team and organizational performance, b. the actions of the top management team and corporate culture, the actions of the top management team and organizational performance, and d. the relationship between the corporate culture and organizational performance. Findings and conclusions are discussed.

Keywords and phrases:

• Top management team
• corporate culture
• organizational performance
• adjustment
• correlation