Lietuvos verslo įmonių aukščiausio lygio vadovų komandų pajėgumo tyrimas
The research of top management teams potency in Lithuanian business organizations

Summary/Abstract: Straipsnyje nagrinėjama aukščiausio lygio vadovų komandos samprata, jos išskirtinumas organizacijoje, išryškėjusios tyrimų kryptys šia tematika, komandų pajėgumo koncepcija bei esminiai verslo įmonių aukščiausio lygio vadovų komandų pajėgumo tyrimo rezultatai. The article analyzes the conception of top management teams, their particularity and the role they play in the organization. It is stressed, that considering the role and importance of top management team in the organization, the scientists of strategic management and other fields, devote much attention to their performance investigation. In their opinion, the organization’s top management team impacts strategic trends greatly and, therefore, is one of the main strategic resources (Castanias, Helfat, 1991; Michel, Hambrick, 1992; Finkelstein, Hambrick, 1996; Certo, etc. 2006). The article stresses that investigations made on top management teams greatly developed in 80s of the last century and it was based on the “upper echelon“ theorical concept (Vasilaki, O’Regan, 2008), which illustrated different top management team aspects in the context of structure, decision making and performance. In the previous “upper echelon“ investigations, while analysing possible links between top management team demographic characteristics and different organization results, the organizational demography approach prevailed (Pfeffer, 1983). The article presents the main trends, revealed in the scientific literature, on top management teams: team resources, team processes, managing team performance and personal integration into the task. Therefore, it is important to have a better understanding of how top management teams impact organizational performance, to indentify not only demographic indexes, but also to evaluate team and individual processes which function in top management teams (Vasilaki, O‘Regan, 2008). The investigation review revealed that the top management teams impact research, which was based on the “upper echelon“ theoretical concept, transcended from an internal organizational level to branch, country, international levels and encompassed different types of organizations – both in business and public sectors, and also organizations existing in different life cycle stages. The article analyzes team potency which is a meaningful construct in the group’s collective beliefs that it can be effective (Guzzo, et al., 1993). The article discloses that a positive link exists between team potency and its performance (Cohen, Denison, 1990; Gully, et al., 2002) and, therefore, team potency greatly influences the performance efficiency. The empirical study revealed the top managers’ perceptions about the strength of their teams’ potency. It can be argued that according to the executives their teams’ potency level is quite high, although the importance of different potency dimensions is varying.

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