Environment Characteristics, Top Management Styles and Organizational Outcomes: A Fit Perspective

2011 ◽  
pp. 54-63
Author(s):  
Xin-wei Yuan ◽  
Jing-bing Yi
Keyword(s):  
Organizational Outcomes ◽  
Top Management ◽  
Management Styles

THE RELATIONSHIP BETWEEN TOP MANAGEMENT TEAM INNOVATION ORIENTATION AND FIRM GROWTH: THE MEDIATING ROLE OF FIRM INNOVATIVENESS

2015 ◽  
Vol 19 (01) ◽  
pp. 1550005 ◽  
Author(s):  
NILS D. KRAICZY ◽  
ANDREAS HACK ◽  
FRANZ W. KELLERMANNS
Keyword(s):  
Firm Growth ◽  
Top Management Team ◽  
Organizational Outcomes ◽  
Management Team ◽  
Top Management ◽  
Upper Echelon ◽  
Team Innovation ◽  
Firm Innovativeness ◽  
Team Characteristics ◽  
The Relationship

Upper echelon theory and research on innovation have considered top management teams and their behaviour and characteristics as important factors that positively influence innovativeness and organizational outcomes. Yet, innovation research has mostly focused on individual new product projects, and their performance and impact on firm performance. Recent research has started to apply a more holistic view in terms of innovation, by considering firm-wide innovation instead of single new products. Upper echelon research has concentrated on direct relationships between top management team characteristics and organizational outcomes. But recent research calls for mediating effects of the relationship between top management team characteristics and organizational outcomes. Hence, this study introduces firm innovativeness as a mediator between top management team innovation orientation and firm growth. Focusing on small and medium-sized firms, which often represent highly innovative firms, results show that firm innovativeness fully mediates the relationship between top management team innovation orientation and firm growth. Implications and future research are discussed.

scholarly journals Social Class in Organizations: Entrance, Promotion, and Organizational and Societal Consequences of the Corporate Elite

2021 ◽  
pp. 105649262110276
Author(s):  
Michelle K. Lee ◽  
Jennifer J. Kish-Gephart ◽  
Mark S. Mizruchi ◽  
Donald A. Palmer ◽  
Michael Useem
Keyword(s):  
Social Class ◽  
Organizational Outcomes ◽  
Top Management ◽  
Business And Society ◽  
Strategic Actions ◽  
Class System ◽  
Corporate Elite ◽  
Class Background ◽  
Managerial Positions ◽  
Societal Inequality

Organizational theorists studying executives of large corporations have long theorized that top management is dominated by elites of upper social class background. Organizations reflect the class system in the societies they are situated in by advantaging those of higher social class background. If organizations are perpetuating societal inequality by favoring those from higher social class and positioning them to dictate organizational outcomes, it is important to understand ways to reduce inequality by increasing social class diversity, and theorize on the implications of this diversity for business and society. This article brings together scholars on the forefront of social class research to understand the influence of social class on the corporate elite. The scholars explore the effect of social class in attaining access to the most influential managerial positions, conditions that enable greater diversity, and how the corporate elite can affect firm strategic actions and key societal outcomes.

Management Style as a Strategic Tool and Its Effects on Organizational Results

2019 ◽  
pp. 164-178
Author(s):  
İlknur Taştan Boz
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Corporate Reputation ◽  
Organizational Outcomes ◽  
Management Style ◽  
Strategic Orientation ◽  
Management Styles ◽  
Organizational Creativity ◽  
Organizational Results

Achieving her targets regardless of whatever sector a business has been operating depends on the way she converts various organizational outcomes into favorableness. Organizational outcomes that may affect the performance of businesses include job satisfaction, organizational commitment, corporate reputation, strategic orientation, organizational creativity, and other points. In the literature, it is seen that the management style is one of the variables that are effective for favorable or adverse organizational outcomes. There are different classifications related to management style. According to many researches, it can be said that the most commonly used classification of management styles includes democratic, participatory, laissez-faire, and autocratic. When the results of researches have been examined, it is regarded that making a generalization related to which management style can always be applied as the most appropriate one is tough.

Do top management performance attribution patterns matter to subsequent organizational outcomes? A two-country study of attribution in economic crisis

2018 ◽  
Vol 26 (5) ◽  
pp. 736-755 ◽  
Author(s):  
Derek Lehmberg ◽  
Chanchai Tangpong
Keyword(s):  
Organizational Climate ◽  
Organizational Outcomes ◽  
Top Management ◽  
Internal Attribution ◽  
Subsequent Performance ◽  
Performance Attribution ◽  
External Attribution ◽  
Country Study ◽  
Different Types ◽  
And Performance

AbstractTop management plays a central role in interpreting the organization’s performance and communicating to stakeholders. Management’s performance attributions set the tone for accountability and shape organizational climate. However, prior studies of the relationships between attribution patterns and subsequent performance have been limited and reported mixed results. This study extends this literature stream by examining the relationships of four different types of attribution and subsequent performance concurrently and testing them in a two-country sample. We find a significant positive relationship between positive internal attribution and subsequent performance, and reaffirm prior findings on negative external attribution and performance.

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