Factors influencing top management team dynamics for successful strategy implementation

Abstract

PURPOSE : This study explores the factors influencing top management team (TMT) dynamics to successfully implement an organisation’s strategy. It seeks to understand how such factors influence the TMT’s decision-making regarding strategy implementation. DESIGN/METHODOLOGY/APPROACH : A qualitative research approach was utilised for the study, and data were gathered through semi-structured interviews with six C-suite executives and 12 chief executive officers of large corporates across South Africa. Thematic analysis was used to analyse the data. FINDINGS/RESULTS : The study found that emotional acumen and TMT relationships drive successful strategy implementation; the management style that displays effective communication and accountability leads to successful strategy implementation; work gratification propels innovation in strategy implementation; and diversity of group characteristics drives or thwarts collaboration for successful strategy implementation. PRACTICAL IMPLICATIONS : This study enables business leaders, C-suite executives and senior and middle managers to better comprehend the impact of TMT dynamics on strategy implementation. Additionally, the study provides managers and leaders with insights on which TMT dynamics are best to focus on for their respective firms to enhance strategy implementation and ultimately organisational performance. Originality/value: This study is significant and necessary in bridging the aforementioned theoretical gaps on TMT dynamics and strategy implementation.