Abstract
Today's business environment is dynamic and increasingly competitive. Greater efficiency is needed to
compete effectively in the face of increasing competition. Businesses need to be more adaptable if they want to
handle change well. Based on this, the goal of the current study was to determine how the top management team's
characteristics affect Energie Centrafricaine's performance in Central African Republic. Specifically, the study
sought to determine the effect of demographic characteristics, psychological characteristics, behavioural
characteristics and cognitive characteristics of top management team on performance of Energie Centrafricaine in
Central African Republic. The study was anchored on upper echelon theory which was supported by contingency
theory and resources-based view theory. This study used a descriptive research design. The target population of the
top Management of Energie Centrafricaine (ENERCA) was 41. The study used a census technique to collect data.
Questionnaires were used to gather primary data. The study used both descriptive and inferential statistics to analyze
the data. The study findings indicated that influence of psychological characteristics (β=0.387, p-value= 0.032) and
behavioural characteristics (β=0.405, p-value= 0.028) on performance of Energie Centrafricaine were significant. On
the other hand, influence of demographic characteristics (β=-0.055, p-value= 0.711) and cognitive characteristics
(β=0.022, p-value= 0.895) on performance of Energie Centrafricaine in Central African Republic were found to be
insignificant. The study recommended that organizations should improve the psychological characteristics of their
TMTs by selecting members with high levels of motivation, a strong work ethic, and a positive attitude. On
behavioral characteristics, the study recommended that management of organizations should improve the behavioral
characteristics of their TMTs by selecting members with good communication and conflict-resolution skills.
This be done through competitive selection to enable effective management of Energie Centrafricaine in Central
African Republic.
compete effectively in the face of increasing competition. Businesses need to be more adaptable if they want to
handle change well. Based on this, the goal of the current study was to determine how the top management team's
characteristics affect Energie Centrafricaine's performance in Central African Republic. Specifically, the study
sought to determine the effect of demographic characteristics, psychological characteristics, behavioural
characteristics and cognitive characteristics of top management team on performance of Energie Centrafricaine in
Central African Republic. The study was anchored on upper echelon theory which was supported by contingency
theory and resources-based view theory. This study used a descriptive research design. The target population of the
top Management of Energie Centrafricaine (ENERCA) was 41. The study used a census technique to collect data.
Questionnaires were used to gather primary data. The study used both descriptive and inferential statistics to analyze
the data. The study findings indicated that influence of psychological characteristics (β=0.387, p-value= 0.032) and
behavioural characteristics (β=0.405, p-value= 0.028) on performance of Energie Centrafricaine were significant. On
the other hand, influence of demographic characteristics (β=-0.055, p-value= 0.711) and cognitive characteristics
(β=0.022, p-value= 0.895) on performance of Energie Centrafricaine in Central African Republic were found to be
insignificant. The study recommended that organizations should improve the psychological characteristics of their
TMTs by selecting members with high levels of motivation, a strong work ethic, and a positive attitude. On
behavioral characteristics, the study recommended that management of organizations should improve the behavioral
characteristics of their TMTs by selecting members with good communication and conflict-resolution skills.
This be done through competitive selection to enable effective management of Energie Centrafricaine in Central
African Republic.
| Original language | English |
|---|---|
| Pages (from-to) | 22-29 |
| Number of pages | 8 |
| Journal | Journal of Business and Management Sciences |
| Volume | 12 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 19 Jan 2024 |
| Externally published | Yes |