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Strategic decision-making effectiveness remains paramount for organizational survival in dynamic industries
where leadership teams must integrate analytical precision with adaptive responsiveness. This research
investigated the influence of top management team (TMT) diversity, information processing capability, and
decision support effectiveness on strategic decision endorsement within Indonesia's information and
communication technology sector. Anchored in Upper Echelon Theory, Information Processing Theory, and
Team Process Theory, the investigation employed partial least squares structural equation modeling to
examine a comprehensive pathway model incorporating four heterogeneity dimensions, two organizational
enablers, and two behavioral intermediaries—strategic alignment and decision velocity. Results revealed
differential heterogeneity effects: job-relevant diversity enhanced decision velocity, whereas other dimensions,
particularly cognitive diversity, demonstrated negligible or adverse influences. Conversely, information
processing capability and decision support effectiveness uniformly reinforced both alignment and velocity. The
research advances theoretical understanding by extending Upper Echelon Theory through demonstrating
heterogeneity's multidimensional rather than unitary effects, strengthening Information Processing Theory by
confirming that organizational enablers surpass compositional attributes in influence, and enriching Team
Process Theory by conceptualizing alignment and velocity as cascading intermediaries in strategic decision
processes. These outcomes support reconceptualizing strategic effectiveness as dependent on robust
information processing infrastructure rather than team diversity optimization alone.