scholarly journals Top management teams in international business research: A review and suggestions for future research

2021 ◽  
Author(s):  
Ilya R. P. Cuypers ◽  
Charmi Patel ◽  
Gokhan Ertug ◽  
Jiatao Li ◽  
Youtha Cuypers
Keyword(s):  
International Business ◽  
Top Management Teams ◽  
Management Teams ◽  
Future Research ◽  
Top Management ◽  
Business Research ◽  
International Business Research

Top Management Gender Diversity and Internationalisation in Different Institutional Contexts: Evidence from Germany and Poland

2021 ◽  
Vol 26 (4) ◽  
pp. 706-737
Author(s):  
Anja Küpper ◽  
Tobias Dauth
Keyword(s):  
Work Experience ◽  
Gender Diversity ◽  
Practical Interest ◽  
Top Management Teams ◽  
Management Teams ◽  
Future Research ◽  
Top Management ◽  
Corporate Boards ◽  
Board Diversity ◽  
Country Level

The diversity of top management teams is a topic of increasing scholarly and practical interest. It is argued that globalisation requires international operating firms to staff their management teams with international and diverse members. We investigate the influence of institutional environments on gender and internationality diversity in boards to shed light on the question “Why do top management teams look the way they do?” Our sample includes top management team members of the largest stock listed firms in Germany and Poland. The sample consists of 60 firms and 852 individuals from 2019. Our findings suggest that the presence of non-natives and women on corporate boards and the international orientation of board members, in terms of education, work experience and directorships, are attributable to national institutional systems. While Germany´s top managers are becoming increasingly internationally diverse and have increasing gender diversification, the figures for Poland are also increasing, but on a much smaller scale. We argue that country-level institutions play an important role in shaping the diversity of corporate boards. Future research should place more emphasis on the external national environment when investigating board diversity.

Top management teams characteristics and firms performance: literature review and avenues for future research

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Aboramadan
Keyword(s):  
Literature Review ◽  
Top Management Teams ◽  
Management Teams ◽  
Empirical Literature ◽  
Future Research ◽  
Top Management ◽  
Entrepreneurial Firms ◽  
Content Type ◽  
The Relationship ◽  
Performance Literature

Purpose The purpose of this paper is to review the empirical literature on the relationship between the characteristics of the top management teams (TMTs) and the performance of entrepreneurial firms. Design/methodology/approach A literature review was carried out on 33 empirical studies related to TMTs and performance through analyzing and summarizing the quantitative studies conducted in this area. Findings The results of the literature review show that the relationship between TMTs (demographics and heterogeneity) and the performance of entrepreneurial firms is not straightforward and further investigation is still needed in this area. Practical implications The author maps the theoretical and empirical research of TMT demographics and heterogeneity in relation to firms’ performance and possible moderators and mediators, which govern the relationship between TMT composition and firms’ performance. Originality/value The author presents a detailed future research agenda for the purpose of advancing the theoretical and empirical knowledge on TMT-performance links. The review provides a comprehensive picture of TMT-firms’ performance literature and what should be done to enrich the literature.

Distributed Cognition in Top Management Teams and Organizational Ambidexterity

2016 ◽  
Vol 43 (3) ◽  
pp. 919-945 ◽  
Author(s):  
Ciaran Heavey ◽  
Zeki Simsek
Keyword(s):  
Distributed Cognition ◽  
Cognitive Structure ◽  
Memory Systems ◽  
Transactive Memory ◽  
Top Management Teams ◽  
Management Teams ◽  
Future Research ◽  
Top Management ◽  
Transactive Memory Systems ◽  
The Impact

How can a firm develop, distribute, and use knowledge more effectively and efficiently in ways that increase its ability to pursue an ambidextrous orientation? Synthesizing insights from social cognition and upper-echelons perspectives, we offer a new theoretical vantage point that brings the role of top management teams’ cognitive structure to the fore and, in particular, the enabling influence of transactive memory systems. We argue that transactive memory provides a top management team with a system for generating, distributing, and integrating knowledge based on members’ specific areas of expertise in ways that increase its ability to both differentiate and integrate strategic agendas for ambidexterity. From a multisource study of top management teams in a sample of technology-based small-to-medium-sized firms, we find that while top management teams with well-developed transactive memory systems are able to pursue an ambidextrous orientation, the impact of transactive memory is also shaped by diverse organizational experience and functional expertise within these teams. We discuss the scope and significance of these findings for theory, future research, and managerial practice.

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