TY  - JOUR
T1  - Who Makes the Strategic Decision: An Analysis of Malaysian SMEs
AU - Hin, Cheng Wei AU - Bohari, Abdul Manaf AU - Rahman, Badruddin Abdul AU - Palpanavan, Hanushia 
JO  - International Business Management
VL  - 7
IS  - 1
SP  - 31
EP  - 37
PY  - 2013
DA  - 2001/08/19
SN  - 1993-5250
DO  - ibm.2013.31.37
UR  - https://makhillpublications.co/view-article.php?doi=ibm.2013.31.37
KW  - Top management team
KW  -board of director
KW  -chief executive officer
KW  -strategic decision-making
KW  -small-medium enterprises
AB  - The interplay of the Top Management Team (TMT), Board of Directors 
  (BOD) and the Chief Executive Officer (CEO) in strategy-making in Small-Medium 
  Enterprises (SMEs) has been long debated. Some experts argue the BOD should 
  take a strong role in strategy-making while the alternative point of view is 
  that the CEO is the key man or woman. In a qualitative study with SMEs operating 
  in Malaysia, the TMT is found to be the key player in strategic decision-making. 
  The findings identify how the TMT, BOD and the CEO can combine to add value 
  to the organization in particular how these organization members can team up 
  and interact to achieve a faster, more flexible strategy cycle. The SMEs focus 
  needs to be on giving more emphasis to the empowerment, interaction and creativity 
  of the BOD, CEO and TMT. The TMT should focus on questioning, criticizing, refining 
  and enabling the strategy proposed by the professional managers. However, the 
  study indicates these findings are subject to exception and variation in relation 
  to factors including specialist knowledge, track record of performance, personality 
  attributes, personal power and political and influencing skills. The major focus 
  of attention of the TMT, BOD and CEO is the strategic-thinking related activities 
  in strategy-making.
ER  -