Top management team knowledge heterogeneity, ownership structure and financial performance: Evidence from Chinese IT listed companies

2019 ◽  
Vol 140 ◽  
pp. 14-21 ◽  
Author(s):  
Yu Cui ◽  
Yamin Zhang ◽  
Jingjing Guo ◽  
Hao Hu ◽  
Hua Meng
Keyword(s):  
Financial Performance ◽  
Ownership Structure ◽  
Top Management Team ◽  
Listed Companies ◽  
Management Team ◽  
Top Management

scholarly journals Top Management Team Shared Responsibility and Non-Financial Performance of Star-Rated Hotels in Uganda: The Moderating Role of Innovativeness

2021 ◽  
Vol 8 (2) ◽  
pp. 24-37
Author(s):  
Arinaitwe Mercy ◽  
Rotich Dorothy ◽  
Muganda Catherine
Keyword(s):  
Financial Performance ◽  
Top Management Team ◽  
Sampling Technique ◽  
Moderating Effect ◽  
Management Team ◽  
Shared Responsibility ◽  
Top Management ◽  
Cross Sectional ◽  
Moderating Role

This study aimed to examine the moderating effect of innovativeness on the relationship between Top Management Team Shared Responsibility (TMT) and non-financial performance of star-rated hotels in Uganda. A positivism research philosophy and an explanatory research design with a cross-sectional approach were adopted, while a multi-stage sampling technique; stratified and simple random techniques was used to collect quantitative data using self-administered questionnaires to a sample of 265 managers from 53 star-rated hotels. Both descriptive and inferential statistics were analyzed and a hierarchical regression model was used to test the set hypotheses. Results indicate a positive, significant relationship between TMT Shared Responsibility and non-financial performance. Innovativeness as a predictor of non-financial performance and also exerts a moderating effect on TMT Shared Responsibility and Non-financial performance of star-rated hotels in Uganda. Based on the findings the study concludes that under high level of innovation, TMT Shared Responsibility highly imprives non-financial performance of star rated hotels. Thus, hospitality management should create a conducive environment for innovativeness through research and development, rewarding creative ideas and responding to changes in the hospitality environment as these enhance performance. The novelty of this research resides in the moderating role of innovativeness in enhancing non-financial performance of star-rated hotels. Also, conceptualization of the TMT Shared Responsibility and innovativeness as intangible resources for enhanced performance.

The curvilinear effect of top management team task-related demographic faultlines on over-investment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qing Xie ◽  
Wuwei Li ◽  
Yuanyuan Zhang
Keyword(s):  
Regression Analysis ◽  
Top Management Team ◽  
Listed Companies ◽  
Management Team ◽  
Curvilinear Relationship ◽  
Top Management ◽  
Content Type ◽  
Industrial Environment ◽  
Team Task ◽  
The Relationship

PurposeThis study empirically examines the curvilinear relationship between top management team task-related demographic faultlines and over-investment, as well as how biodemographic faultlines and industrial environment moderate the curvilinear relationship between task-related demographic faultlines and over-investment.Design/methodology/approachThe study designs the panel data from the listed companies of China's growth enterprises board (GEB) (set up by Shenzhen Stock Exchange in 2009) in the period 2011–2016 and uses hierarchical regression analysis and grouping regression analysis in exploring the curvilinear relationship with the variables involved.FindingsThe study provides empirical insights into the relationship on top management team (TMT) task-related demographic faultlines and over-investment, as well as how biodemographic faultlines and industrial environment moderate the relationship between task-related demographic faultlines and over-investment. It suggests that the relationship between task-related demographic faultlines and over-investment is significantly inverted-U. Furthermore, biodemographic faultlines and industrial environment can strengthen the inverted-U relationship between TMT task-related demographic faultlines and over-investment.Research limitations/implicationsThe study investigates the influence of task-related demographic faultlines on firm over-investment. The sample is restricted to the listed companies on GEM in China and limited in size. It is also not concerned with the cross-culture contrastive analysis between the Chinese- and Western-listed companies.Practical implicationsThe findings suggest that strong/weak TMT task-related demographic faultlines is beneficial in promoting rational investment, but medium TMT task-related demographic faultlines may lead to over-investment.Originality/valueThe study within the crossed-categorization theory, the study provides a contemporary research path by moderating biodemographic faultlines and industrial environments to explain the long-ignored impact of TMT faultlines within a new perspective of firm investment efficiency with a recent significant sample of new emerging countries (e.g. China).

Convergence Versus Strategic Reorientation: The Antecedents of Fast-paced Organizational Change

2000 ◽  
Vol 26 (5) ◽  
pp. 911-945 ◽  
Author(s):  
Shelley S. Gordon ◽  
Wayne H. Stewart ◽  
Robert Sweo ◽  
William A. Luker
Keyword(s):  
Financial Performance ◽  
Power Distribution ◽  
Structural Equation ◽  
Environmental Changes ◽  
Top Management Team ◽  
Computer Software ◽  
Performance Outcomes ◽  
Management Team ◽  
Hierarchical Regression ◽  
Top Management

We reexamine and extend the antecedents of strategic reorientation, a change in strategy combined with change in at least two of organization structure, power distribution and control systems, presented by Lant, Milliken, and Batra (1992) by using archival data (1987–1993) for firms in the stable furniture and turbulent computer software industries. While enabling direct comparability of results from the two studies, we specify an extended, integrated model of change forces, and test the hypotheses with a more robust data analytic technique, hierarchical regression analysis. The results support industry turbulence and CEO turnover as precursors to strategic reorientation, and suggest that industry turbulence conditions managers’ external attributions for negative financial performance in influencing strategic reorientation. Alternatively, the results indicate that top management team turnover is negatively related to strategic reorientation. The results do not support the Lant et al. (1992) conclusions that low past financial performance, top management team heterogeneity, awareness of environmental changes, and external attributions for negative financial performance outcomes are significantly associated with strategic reorientation. Structural equation analysis indicated the predictive superiority of the respecified model, and we offer suggestions for theoretical refinement and development of strategic reorientation.

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