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.