Abstract:
The relationship between entrepreneurial orientation and organizational performance has
been researched and found to be contingent. One of the contingencies that required
further investigation was how the top management team’s decision-making process
impacted that relationship. Therefore, purpose of the study was to assess the moderation
effect of top management decision making process on the relationship between
entrepreneurial orientation and organizational performance. A quantitative study was
deployed with a total of 139 valid respondents. Multiple regression analysis was done to
test the relationship between entrepreneurial orientation (EO) and organizational
performance (OP). While a moderated multiple regression analysis was done to test the
moderating effect of top management decision making conflict on EO and OP. The
findings of the study validated prior research on the positive correlation between
entrepreneurial orientation and organizational performance highlighting importance of
entrepreneurial orientation in companies. The second finding of the study conflicted with
several studies as it found the moderation effect of the top management team conflict
statistically insignificant. This finding raised questions on what other contextual factors
may have been at play that impacted the outcome. It further highlighted the need for more
studies into the top management team dynamics or introduction diverse data analysis
methodology to provide richer data on these relationships.
