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This paper aims to investigate a team dynamics based approach to assess board effectiveness, namely the interplay between boardroom decision-making processes and the board members' cognitive mental models.

A socio-cognitive perspective is utilized for analyzing board processes and determining board effectiveness. Utilizing the concepts of team mental models and sensemaking, a theoretically grounded model of board effectiveness is developed, wherein the propositions predict the causality and effect of the socio-cognitive and sensemaking processes on board effectiveness.

The proposed model is able to analyze the relationship among the different decision-making processes and members' cognitive models as determinants of board effectiveness, wherein the board's decision making process mediates the board's cognitive model – effectiveness relationship, while the board's cognitive model moderates the decision process – effectiveness relationship.

The conceptual model advances a rationale that might explain the mixed or modest findings in literature on the relationship between board demographics, dynamics and effectiveness.

The model allows practitioners and policy makers an alternative mechanism to assess board effectiveness, that is able to not only integrate the demographic, diversity and dynamics related measures, but also enables a clear understanding of the cognitive influences on board decision making and effectiveness.

The conceptual model encompasses most of the relevant constructs and findings of previous studies and offers a parsimonious yet holistic understanding of the boardroom mechanisms that might determine board effectiveness.

The purpose of this paper is to explore the relationship between the customer-contact employees’ (CCE) empowerment and customer performance indicators, namely, perceived service quality (PSQ), customer satisfaction (CS), customer loyalty (CL) and word-of-mouth (WOM). The authors deepen the analysis by highlighting the mediating role of the dimensions of the customer relationship management (CRM) effectiveness in this link. The authors also investigate links between customer performance indicators.

An empirical study was carried out on the basis of a questionnaire administrated to a sample of 215 Tunisian bank CCE and 516 customers. Data analysis was performed using the structural equation modeling method.

Findings reveal that the CCE’ empowerment contributes to PSQ, CS and all the dimensions of CRM effectiveness which in turn are key factors of customer performance. This research also outlines the mediating role of two dimensions of the CRM effectiveness, namely, organizational commitment and customer experience between CCE’ empowerment and PSQ and CS, respectively. In addition, the study highlights that PSQ improves CS which is positively linked to CL. Finally, loyal customers tend to generate positive WOM.

Few studies have investigated the effects of the CCE’ empowerment on PSQ, CS, CL and positive WOM, especially in the banking sector. This research fills this gap by highlighting the mediating role of the dimensions of the CRM effectiveness in these links. This paper offers interesting insights to bankers by providing them with tools to improve their customers’ relationship. In this sense, banks must bet on the proximity of the CCE as a key asset that allows creating a real sense of closeness with customers and offers lighting to banks on how to create customized marketing approaches to ensure customer performance.

Relational engagement is offered as a framework to describe how buyers and sellers conduct exchange. Relational engagement is conceptualized as a higher-order construct comprising three dimensions: legal bonds, knowledge exchange and co-production. This paper aims to examine the efficacy of the construct by testing its influence on buyer–perceived seller brand equity.

An online survey of 401 US-based industrial buyers was conducted. Data were analyzed using structural equation modeling.

Empirical analysis supports the proposed conceptualization of relational engagement, as well as its influence on seller brand equity through influencing buyer-perceived relationship effectiveness.

Relational engagement offers a template to sellers for engaging organizational buyers. A relational engagement strategy has favorable implications for seller brand equity.

Relational engagement offers a comprehensive strategic perspective on inter-organizational exchange, moving beyond tactical approaches. The framework reflects the continuum of exchange, incorporating transactional-dominant and relationship-dominant forms of inter-organizational marketing practices.

This study aims to assess the essential elements of internal organisational capability that influence the cybersecurity effectiveness of a construction firm. An extended McKinsey 7S model is used to analyse the relationship between a construction firm's cybersecurity effectiveness and nine internal capability elements: shared values, strategy, structure, systems, staff, style, skills, relationships with third parties and regulatory compliance.

Based on a quantitative research strategy, this study collected data through a cross-sectional survey of professionals working in the construction sector in the United Kingdom (UK). The collected data was analysed using descriptive and inferential statistical methods.

The findings underlined systems, regulatory compliance, staff and third-party relationships as the most significant elements of internal organisational capability influencing a construction firm's cybersecurity effectiveness, organised in order of importance.

Future research possibilities are proposed including the extension of the proposed diagnostic model to consider additional external factors, examining it under varying industrial relationship conditions and developing a dynamic framework that helps improve cybersecurity capability levels while overseeing execution outcomes to ensure success.

The extended McKinsey 7S model can be used as a diagnostic tool to assess the organisation's internal capabilities and evaluate the effectiveness of implemented changes. This can provide specific ways for construction firms to enhance their cybersecurity effectiveness.

This study contributes to the field of cybersecurity in the construction industry by empirically assessing the effectiveness of cybersecurity in UK construction firms using an extended McKinsey 7S model. The study highlights the importance of two additional elements, third-party relationships and construction firm regulatory compliance, which were overlooked in the original McKinsey 7S model. By utilising this model, the study develops a concise research model of essential elements of internal organisational capability that influence cybersecurity effectiveness in construction firms.

The study aims to investigate the mediation effect of the Audit Committee’s (AC) effectiveness on the relationship between knowledge intensity and firm performance (FP) by considering the disparate effect of each AC characteristic on its effectiveness.

The study uses the partial least squares-structural equation model (PLS-SEM) to weigh the AC characteristics for its effectiveness and analyzes the relationships between the variables included in the models. Data was collected from authentic sources for 133 National Stock Exchange (NSE)-listed companies in six industries covering the period 2016 to 2020.

The results indicate that eight out of eleven AC characteristics, namely, nonexecutive directors, independence, expertise, AC-charter, multiple directorships, frequency of AC meetings, attendance of AC meetings and board meetings by AC directors, significantly influence the AC effectiveness while mediating the relationship between knowledge intensity and FP. Further, each characteristic of AC has a disparate effect on AC effectiveness depending on the measurement context.

Apart from guiding the policymakers, management and stakeholders to effectively use AC characteristics in enhancing FP, this study further contributes to the literature by providing a new way to weight AC characteristics based on their individual contributions; and exploring new path models to analyze the multidimensional effect of various AC characteristics.

To the best of the authors’ knowledge, the study is the first to examine the mediation role of AC effectiveness on the relationship between the knowledge intensity of the firms and their performance. It demonstrates improvisation in measuring AC effectiveness using the disparate weights for each AC characteristic, computed based on their relative contribution to AC effectiveness.

This study aims to evaluate the extent to which similar team mental models (TMMs) at the beginning of a team's lifecycle influence the level of relationship conflict within the team, TMM-similarity at the middle of the team lifecycle, and in turn team effectiveness. Thus far, no research has analysed the mediating role of a dysfunctional team process between TMM-similarity and effectiveness.

The study was conducted in a strategy and management competition involving 414 individuals who comprised 92 teams (3-5 members). Data were collected at four moments in time. The questionnaires were developed based on validated scales and adapted for the specific context.

The results provide support for the mediating role of conflict between the similarity of team-TMMs at the beginning of team lifecycle and effectiveness. The results also provide support for the mediating role of task-TMMs in the middle of team lifecycle between task-TMMs at the beginning of team lifecycle and effectiveness. Findings suggest that teams with more similar TMMs, experience less relationship conflict which in turn improves effectiveness.

In this study TMM-accuracy was not analysed. Future research should analyse the role of TMM similarity and accuracy. Further, future research should explore the optimal level of TMM-similarity and when the similarity of TMM is disruptive to teams.

This paper sheds light on the role of conflict as a dysfunctional team process between TMM-similarity and effectiveness. Moreover, this paper shows that more research on TMM evolution is needed.

The purpose of this study is to examine the relationship between managerial skills and effectiveness in a cross-cultural setting to determine their applicability.

Data from 7,606 managers in 5 countries from a large multinational firm were analyzed using structural equation modeling to assess all relationships simultaneously and reduce error effects.

The results support the cross-cultural validity of the model of managerial skills-effectiveness. Few cross-cultural differences were found. Interactive skills had greater positive impact on attitudes than initiating skills. Pressuring skills had a negative impact on attitudes. None of the skill sets were related to job performance.

Using a single firm and industry to control for other cultural levels may limit the generalizability of the results. Only three skill sets were assessed and one coarse-grained measure of culture was used. These factors may account for the few cultural differences observed.

Training programs for managers going overseas should develop both interactive and initiating skills sets, as both had a positive impact on attitudes across cultures.

The model of managerial skills and effectiveness was validated across five cultures. The use of structural equation modeling ensures that the results are not an artifact of the measures and represents a more direct test for cross-cultural differences. Managing successfully across cultures may require fewer unique skills, with more emphasis placed on using basic management skills having positive impact.

The link between relationship typologies and effectiveness of conflict resolution approaches remains to be tested despite its significance in conflict management in construction project delivery. By using the four relationships attributes based on the group attachment theory, the purpose of the study was to explore the cluster of relationships among project teams and organisations and the performance of conflict management strategies across these clusters in the Ghanaian construction industry.

Using a deductive questionnaire survey in the Ghanaian construction industry, a total of 137 responses were gathered and analyzed using cluster analysis, mean scores and ANOVA to reveal the relationship clusters and performance of conflict management strategies across these clusters.

The results revealed eight relationship clusters that exist among project teams and organisations with distinct influence of roles & tasks function, cognition, emotions and behavior attributes across the relationship clusters. In the aspect of the effectiveness of conflict management strategies, it was noted that the performance of these strategies were significantly different across the groups. For instance, integrating as a conflict management strategy was deemed to be effective in resolving conflict in unitary, adversarial, pluralist, mutuality, collaborative and partnering relationship clusters. In the case of coopetitive and coercive relationships, the performance of integrating as a conflict management strategy was less effective. This study thus has empirically proved that, different relationship clusters of teams and organizations exist within the Ghanaian construction industry, and that they perform different roles & tasks functions, cognition, emotions and behavioural attributes in their formation. Additionally, the performance effectiveness of conflict management strategies differed across the relationship clusters.

By aligning the relationship attributes to the dynamics of relationship clusters experienced in project teams and organisations, relationship quality, suitability and effectiveness of conflict management strategies can be optimized. The findings can inform project teams and stakeholders to develop fit-for-purpose relationship attributes among teams and organisations to enhance team effectiveness, relationship quality and conflict management in the industry.

Multinationals increasingly require a cadre of skilled managers to effectively run their global operations. This exploratory study examines the relationship between emotional intelligence (EI) and managerial effectiveness among three cultures. EI is conceptualized and measured as self‐other agreement concerning the use of managerial skills using data gathered under a 360‐degree feedback process. Three hypotheses relating to managerial self‐awareness of both interactive and controlling skills are examined using data from 3,785 managers of a multinational firm located in the United States (US), United Kingdom (UK), and Malaysia. The two sets of managerial skills examined were found to be stable across the three national samples. The hypotheses were tested using polynomial regressions, and contour plots were developed to aid interpretation. Support was found for positive relationships between effectiveness and EI (self‐awareness). This relationship was supported for interactive skills in the US and UK samples and for controlling skills in the Malaysian and UK samples. Self‐awareness of different managerial skills varied by culture. It appears that in low power distance (PD) cultures such as the United States and United Kingdom, self‐awareness of interactive skills may be crucial relative to effectiveness whereas in high PD cultures, such as Malaysia self‐awareness of controlling skills may be crucial relative to effectiveness. These findings are discussed along with the implications for future research.