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Is the Organizational Performance of Public Limited Companies a Function of the Heterogeneity of the Observable Characteristics of the Management Team?
[La performance organisationnelle des sociétés anonymes est-elle fonction de l'hétérogénéité des caractéristiques observables de l'équipe dirigeante ?Team?]

Author

Listed:
  • Franklin Djimta

    (UN - Université de Ngaoundéré/University of Ngaoundéré [Cameroun])

  • Georges Mfouapon

    (Université de Douala)

  • Jules Feudjo

    (Université de Dschang)

Abstract

The first (1984) and the second (2007) upper echelon models are at the center of current debates about the interactions that may exist between observable and unobservable characteristics of small and large top management teams, the environmental stability or instability, and the performance indicators. Although these reflections are theoretically and empirically advanced in the context of North America and Europe continental, the first work on the subject in the African context is only recent. Contributing to this debate, the objective of this research is to build a theoretical model to analyze the effect of observable characteristics of the top management team on the organizational performance of economic entities. Taking into account the characteristics of the research context in the analysis conducted has make possible to build a theoretical model that shows that age heterogeneity and gender diversity in the top management team are the main levers of organizational performance.

Suggested Citation

  • Franklin Djimta & Georges Mfouapon & Jules Feudjo, 2022. "Is the Organizational Performance of Public Limited Companies a Function of the Heterogeneity of the Observable Characteristics of the Management Team? [La performance organisationnelle des société," Post-Print hal-03616136, HAL.
    • Handle: RePEc:hal:journl:hal-03616136
    DOI: 10.5281/zenodo.3930770
    Note: View the original document on HAL open archive server: https://hal.science/hal-03616136
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    References listed on IDEAS

    as
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    Full references (including those not matched with items on IDEAS)

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