ORGANIZATIONAL RESOURCES AND DECISION-MAKING EFFECTIVENESS: EVIDENCE FROM SECURITIES FIRMS IN CHINA
DOI:
https://doi.org/10.55197/qjssh.v7i2.1166Keywords:
organizational resources, decision-making effectiveness, resource-based view, securities firms, PLS-SEM, ChinaAbstract
This study investigates the relationship between organizational resources and decision-making effectiveness in securities firms operating in China. Drawing on the Resource-Based View (RBV), organizational resources are conceptualized as a multidimensional capability composed of physical capital resources, human capital resources, and organizational capital resources. Data were collected through a survey of 270 managerial respondents from nine state-owned securities companies located in Zhejiang Province, and the proposed research model was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that organizational resources have a positive and statistically significant effect on decision-making effectiveness, explaining a meaningful proportion of variance in decision outcomes. The findings suggest that firms possessing stronger technological infrastructure, managerial expertise, and organizational coordination mechanisms are better positioned to process complex information and implement effective managerial decisions. This study contributes to the literature by extending the application of the Resource-Based View to the domain of managerial decision-making and by providing empirical evidence from the financial services sector in an emerging market context. The results also offer practical implications for managers by emphasizing the importance of developing integrated organizational resource capabilities to support effective decision-making in securities firms.
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