Holtbrügge D, Garg R, Friedmann C (2018)
Publication Language: English
Publication Type: Journal article
Publication year: 2018
Book Volume: Vol. 10
Article Number: 483-512
Journal Issue: No. 5
In this study, we examine the impact of organisational scanning
(process of collecting information necessary to identify important events and
trends impacting organisations) and strategic flexibility capabilities (ability to
adapt to substantial, uncertain, environmental changes) of chief executive
officers (CEOs) on organisational performance in Indian small and medium
enterprises (SMEs). Based on upper echelon theory, we argue that cultural and
demographic attributes of CEOs moderate this relationship. Our hypotheses are
tested against a sample of 341 firms in the Indian auto components and textile
industry. The positive influence of CEOs’ organisational scanning and strategic
flexibility on firm performance is confirmed. Findings reveal a significant
moderating influence of uncertainty avoidance, long-term orientation, and
functional background. No effect is found for CEOs religiosity and tenure. The
implications for the upper echelon theory and managerial practice are
discussed. Our results further provide interesting avenues for further research.
APA:
Holtbrügge, D., Garg, R., & Friedmann, C. (2018). CEOs’ cultural and demographic attributes and organisational performance of Indian SMEs: an upper echelon approach. International Journal of Entrepreneurial Venturing, Vol. 10(No. 5). https://dx.doi.org/10.1504/ijev.2018.094606
MLA:
Holtbrügge, Dirk, Ritam Garg, and Carina Friedmann. "CEOs’ cultural and demographic attributes and organisational performance of Indian SMEs: an upper echelon approach." International Journal of Entrepreneurial Venturing Vol. 10.No. 5 (2018).
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