Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/24091
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dc.contributor.advisorMoses, Aditya Christopher-
dc.contributor.authorMishra, Sabyasachi-
dc.contributor.authorRatnam, Karan-
dc.date.accessioned2021-07-01T03:59:45Z-
dc.date.available2021-07-01T03:59:45Z-
dc.date.issued2019-
dc.identifier.urihttp://hdl.handle.net/11718/24091-
dc.description.abstractAlthough an organisation's board is primarily responsible for setting the strategic parameters within which strategic activities occur, business strategies are typically developed at the business unit level, where heterogeneity and innovation come from the TMT (Stiles, 2001).en_US
dc.language.isoenen_US
dc.publisherIndian Institute of Management Ahmedabaden_US
dc.subjectTop Management Team (TMT)en_US
dc.subjectOrganisational performanceen_US
dc.subjectFault linesen_US
dc.titleImpact of Top Management Team (TMT) fault lines on organisational performanceen_US
dc.typeStudent Projecten_US
Appears in Collections:Student Projects

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