Managing Demographical Diversity — A Way of Improving the Learning and Performance of Top Management Teams

2007 ◽  
pp. 129-151
Author(s):  
Sylvie Boisard-Castelluccia
Keyword(s):  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
And Performance ◽  
Learning And Performance

The impact of the top management teams’ knowledge and experience on strategic decisions and performance

2016 ◽  
Vol 23 (4) ◽  
pp. 504-523 ◽  
Author(s):  
Peng-Yu Li
Keyword(s):  
Positive Association ◽  
International Experience ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Strategic Decisions ◽  
Foreign Countries ◽  
And Performance ◽  
The Impact ◽  
The Relationship

AbstractThis paper explores whether top management teams’ (TMTs) knowledge and experience are significant predictors of a firm’s strategic decisions and organization outcomes. The existing research throws little light on how firms with limited resources embedded in TMTs, particularly in emerging markets, innovate and achieve success in foreign countries. We focus on the impact of TMTs’ functional background heterogeneity and international experience on innovation and internationalization, as well as examine the relationship between innovation, internationalization and performance. The proposed relationships are empirically investigated in a sample of Taiwanese-listed companies operating in the electronics industry. The results demonstrate a positive association between a TMT’s functional background heterogeneity and a firm’s innovation. Moreover, a TMT’s international experience relates positively to a firm’s innovation and internationalization, therefore firms with a higher level of innovation achieve a higher level of internationalization.

The Influence of Top Management Teams in the Strategic Orientation and Performance of Small and Medium-sized Enterprises

2009 ◽  
Vol 20 (4) ◽  
pp. 581-597 ◽  
Author(s):  
Alejandro Escribá-Esteve ◽  
Luz Sánchez-Peinado ◽  
Esther Sánchez-Peinado
Keyword(s):  
Top Management Teams ◽  
Strategic Orientation ◽  
Management Teams ◽  
Top Management ◽  
And Performance

Top management teams and performance in non-listed family firms

2013 ◽  
Vol 19 (4) ◽  
pp. 405-423 ◽  
Author(s):  
M Katiuska Cabrera-Suárez ◽  
Josefa D Martín-Santana
Keyword(s):  
Social Capital ◽  
Significant Influence ◽  
Family Firms ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Top Executives ◽  
Theoretical Approaches ◽  
The Family ◽  
And Performance

AbstractSupporting on recent theoretical approaches to the concept of familiness based on the notion of social capital, this study analyzes the composition of top management teams in non-listed family firms and its effect on the performance of these firms. An empirical analysis comprising 929 Spanish private family firms highlights the positive and significant influence of the inclusion of non-family managers, the family nature of top executives, as well as the presence of the founder. The study includes no significant results regarding homogeneity within family managers, or the interaction between a top family executive and the proportion of non-family managers.

TOP MANAGEMENT TEAMS AND PERFORMANCE IN NON-LISTED FAMILY FIRMS

2012 ◽  
pp. 2780-2815
Author(s):  
M. Katiuska Cabrera-Suárez ◽  
Josefa D. Martín-Santana
Keyword(s):  
Family Firms ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
And Performance
Sign in / Sign up

Export Citation Format

Share Document