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These characteristics tend to create a group of individuals rather than a cohesive team. What concerns Hambrick (1994) is that a lack of information exchange, collaboration, and joint decision making in a TMT may cause organisational inertia and poor integration throughout the organisation. For example, when circumstances change in the environment, a poorly integrated top team does not react quickly, does not form an organisation-wide strategic change or implement it well, and does not use members' collective knowledge to solve problems effectively.
With refrence to uk and global perspective,critically evaluate what it means for organisations to be strategic in their approach to human resource management.
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