Abstract
This study considers the mediating role of top management teams’ (TMTs) behavioral integration in exploring the relationship between the strategic decision-making process (SDMP; procedural rationality and constructive political behavior) and sustainable decision performance (decision quality and decision satisfaction). Survey data totaling 580 from the TMTs of the science and technology enterprises from first-tier cities in China were analyzed through structural equation modeling. The results indicate a positive influence of procedural rationality and constructive political behavior on sustainable decision quality and satisfaction. Behavioral integration appeared to mediate the nexus between the sustainable decision-making process and strategic decision performance. By categorizing the SDMP into two dimensions, a complete and explicit concept of the SDMP is reached, which permits practitioners to aim investments of a critical resource in realizing the full potential of decision performance in the sustainable decision performance.
Highlights
The science and technology innovation enterprise’s sustainability and survival in the competitive environment has become increasingly complex, placing pressure on the ability of the enterprise’stop management teams’ (TMTs) to respond flexibly to the continually changing environment [1,2,3]
Following the existing literature, this study highlights the importance of considering behavioral integration as a mediator when exploring the impact of decision-making processes on sustainable decision-making performance of TMTs, among the science and technology innovation enterprises in China
Our findings revealed that TMT procedural rationality and constructive political behavior have a significant impact on the performance of strategic decision-making
Summary
The science and technology innovation enterprise’s sustainability and survival in the competitive environment has become increasingly complex, placing pressure on the ability of the enterprise’sTMTs to respond flexibly to the continually changing environment [1,2,3]. The science and technology innovation enterprise’s sustainability and survival in the competitive environment has become increasingly complex, placing pressure on the ability of the enterprise’s. Scholars and practitioners have increasingly become involved with how to develop fast and effective sustainable strategic decision-making process (SDMP) models for the science and technology enterprise’s TMT to reach a strategic consensus in the decision-making [3,4]. As the enterprise’s human agents, TMT condenses the organization’s crucial intellectual and right capitals as the primary carrier of the organizational system and technical and strategic innovation, which directly serve as the primary decision-makers for sustainable enterprise development [2,5]. Research suggests that a team has complementarity and identity with a stronger decision-making function than a single manager approach when considering sustainable decision performance [3,6]. Sustainable SDMP continues to be a broadly used organizational practice that shields the light between an institution and its missions
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