A Quantitative Study Exploring University Faculty's Perceptions of How Top Management Team (TMT) Diversity Impacts Organisational Innovation: Oman Case
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| Title: | A Quantitative Study Exploring University Faculty's Perceptions of How Top Management Team (TMT) Diversity Impacts Organisational Innovation: Oman Case |
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| Language: | English |
| Authors: | Hussain Al Rashdi |
| Source: | International Society for Technology, Education, and Science. 2024. |
| Availability: | International Society for Technology, Education, and Science. 944 Maysey Drive, San Antonio, TX 78227. Tel: 515-294-1075; Fax: 515-294-1003; email: istesoffice@gmail.com; Web site: http://www.istes.org |
| Peer Reviewed: | Y |
| Page Count: | 14 |
| Publication Date: | 2024 |
| Document Type: | Speeches/Meeting Papers Reports - Research |
| Education Level: | Higher Education Postsecondary Education |
| Descriptors: | Foreign Countries, College Faculty, Teacher Attitudes, Organizational Culture, Innovation, Diversity (Institutional), Cognitive Style, Work Experience, College Administration, Administrator Characteristics, Educational Background, Higher Education, Correlation, Universities |
| Geographic Terms: | Oman |
| Abstract: | This study intends to investigate how much the diversity of the top management team (TMT) with regard to work experience, educational background, thinking styles, and openness to sharing information enhances organisational innovation (OI) from the viewpoints of university faculty at a higher education institution in the Sultanate of Oman. The study describes not only the perception of TMT variety but also the connection between TMT diversity and organisational innovation. The study depends on the idea that the diversity in TMT influences organisational innovation. A scientific philosophy serves as the foundation for the study's research design. Data was gathered for the case organisation using a quantitative case study approach that involved surveys sent to 50 male and female university faculty members. The survey is divided into three pieces, each containing five questions. The objectives of each component are to identify attitudes concerning the impact on OI, examine attitudes for OI improvements, and emphasise credible facts that support the problem in the context of the research study. The quantitative aspect of the data is analysed using descriptive statistics. The results indicate that diversity in TMT educational background has a significant positive effect on OI; diversity in TMT thinking styles has a significant positive effect on OI; diversity in TMT work experience has a significant positive impact on OI; and diversity in TMT openness to sharing information has a significant positive effect on OI. The results also reveal the importance of TMT diversity in improving the implementation of OI in higher education settings in Oman. Significantly, although the sample is taken from one case study in a limited geographical area in Oman, which may jeopardise the generalizability of the findings, the study opens a new horizon of research in this area to validate the results in similar locations. The study provides insights, via the quantitative findings, into how TMT diversity impacts OI in Oman through the lens of upper echelon theory (UET). It highlights the importance of TMT diversity in advancing OI in the Omani HEIs. The insights gained from this study are useful for HEI policymakers in Oman. It provides them with an understanding of the value of TMT diversity for the effective implementation of OI. [For the complete proceedings, see ED672804.] |
| Abstractor: | As Provided |
| Entry Date: | 2025 |
| Accession Number: | ED673152 |
| Database: | ERIC |
| Abstract: | This study intends to investigate how much the diversity of the top management team (TMT) with regard to work experience, educational background, thinking styles, and openness to sharing information enhances organisational innovation (OI) from the viewpoints of university faculty at a higher education institution in the Sultanate of Oman. The study describes not only the perception of TMT variety but also the connection between TMT diversity and organisational innovation. The study depends on the idea that the diversity in TMT influences organisational innovation. A scientific philosophy serves as the foundation for the study's research design. Data was gathered for the case organisation using a quantitative case study approach that involved surveys sent to 50 male and female university faculty members. The survey is divided into three pieces, each containing five questions. The objectives of each component are to identify attitudes concerning the impact on OI, examine attitudes for OI improvements, and emphasise credible facts that support the problem in the context of the research study. The quantitative aspect of the data is analysed using descriptive statistics. The results indicate that diversity in TMT educational background has a significant positive effect on OI; diversity in TMT thinking styles has a significant positive effect on OI; diversity in TMT work experience has a significant positive impact on OI; and diversity in TMT openness to sharing information has a significant positive effect on OI. The results also reveal the importance of TMT diversity in improving the implementation of OI in higher education settings in Oman. Significantly, although the sample is taken from one case study in a limited geographical area in Oman, which may jeopardise the generalizability of the findings, the study opens a new horizon of research in this area to validate the results in similar locations. The study provides insights, via the quantitative findings, into how TMT diversity impacts OI in Oman through the lens of upper echelon theory (UET). It highlights the importance of TMT diversity in advancing OI in the Omani HEIs. The insights gained from this study are useful for HEI policymakers in Oman. It provides them with an understanding of the value of TMT diversity for the effective implementation of OI. [For the complete proceedings, see ED672804.] |
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