Top Management Team Characteristics and Performance of Energie Centrafricaine (Enerca) in Central African Republic

NGBO Sorrow^1, , Beatrice Oduor¹ and Theresia Mutetei¹

¹Department of Business Studies, Pan Africa Christian University

Cite this paper

NGBO Sorrow, Beatrice Oduor and Theresia Mutetei. Top Management Team Characteristics and Performance of Energie Centrafricaine (Enerca) in Central African Republic. Journal of Business and Management Sciences. 2024; 12(1):22-29. doi: 10.12691/JBMS-12-1-3

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.

Keywords

top management, performance, energie centrafricaine, central african republic, psychological characteristics, demographic characteristics, cognitive characteristics

Copyright

This work is licensed under a Creative Commons Attribution 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by/4.0/

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