Overseas Experience of Top Management Teams and Firm Outcomes: Evidence from Mainland China

2021 ◽  
pp. 154-165
Author(s):  
Ming Zhang
Keyword(s):  
Mainland China ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Firm Outcomes

Conflicts in top management teams and team/firm outcomes

2009 ◽  
Vol 20 (3) ◽  
pp. 228-250 ◽  
Author(s):  
Jun Liu ◽  
Pingping Fu ◽  
Songbo Liu
Keyword(s):  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Firm Outcomes

scholarly journals Management Accounting Systems, Top Management Teams, and Sustainable Knowledge Acquisition: Effects on Performance

2020 ◽  
Vol 12 (5) ◽  
pp. 2132
Author(s):  
Andrés F. Ugalde Vásquez ◽  
David Naranjo-Gil
Keyword(s):  
Firm Performance ◽  
Knowledge Acquisition ◽  
Management Accounting ◽  
Top Management Teams ◽  
Management Teams ◽  
Mediating Effect ◽  
Top Management ◽  
Accounting Systems ◽  
Management Accounting Systems ◽  
Acquisition Processes

Organizations are increasingly aware of the importance of managing the acquisition processes of new and sustainable knowledge, which allows them to increase performance. These knowledge-acquisition processes require top management teams to focus on the external environment to search for sustainable opportunities and initiatives. This spurs top teams to make strategic decisions that require more comprehensive managerial information, which is provided by management accounting systems. Our research analyzes how top management team composition facilitates the acquisition of new knowledge. Our management accounting paper also analyzes the mediating effect of the interactive use of management accounting systems (MASs) and their impact on sustainable firm performance. A survey was conducted among the main manufacturer firms in the Republic of Ecuador. Results were analyzed by using the partial least squares methodology, and they showed a positive effect for the interactive use of management accounting systems on sustainable knowledge-acquisition processes. Results also showed that knowledge acquisition increased firm performance through an interactive use of MASs.

The glue that holds an organization together: building organizational vision with top management teams

2018 ◽  
Vol 32 (6) ◽  
pp. 1-4
Author(s):  
Frank Lattuch ◽  
Patricia Dankert
Keyword(s):  
Organizational Development ◽  
Design Methodology ◽  
Case Analysis ◽  
Shared Vision ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Shared Understanding ◽  
Organizational Vision ◽  
Content Type

Purpose Top-management teams often have no shared understanding of the organizational vision, or they find it unhelpful for decision-making due to its vague and uninspiring style. The purpose of this paper is to test a theory-based workshop to effectively develop a shared vision for organizational development and learning. Design/methodology/approach Based on the Collins and Porras (2008) vision framework, the authors tested a workshop design with top management teams. Findings The outlined vision workshop is a useful tool to develop a shared organizational vision in a systematic way. Originality/value This paper provides a practical approach to vision building that is relevant and shared by top management teams. Lessons drawn from the case analysis provide insights into the means by which organizations can shape their development through a compelling, guiding force.

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