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.

The concept of “spatial knowledge” used by top-management-teams and CEOs in internationalization

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
K. Skylar Powell ◽  
Eunah Lim
Keyword(s):  
Chief Executive Officers ◽  
Design Methodology ◽  
Chief Executive ◽  
Top Management Teams ◽  
Spatial Knowledge ◽  
Management Teams ◽  
Top Management ◽  
Content Type ◽  
Conceptual Study ◽  
Executive Officers

Purpose Top-management-teams (TMTs) and chief executive officers (CEOs) dealing with internationalization are naturally predisposed to deal with space, so they will consult “spatial knowledge.” The purpose of this paper is to offer a conceptual description of spatial knowledge used by TMTs/CEOs and to describe how the use of spatial knowledge can be triggered and the resulting biases that arise from it. The description of spatial knowledge is also discussed in relation to core international business (IB) theories/models. Design/methodology/approach This is a conceptual study. Findings TMTs/CEOs use spatial knowledge for internationalization decisions. This spatial knowledge is “declarative” because it involves knowledge of places and associated characteristics or attributes, “configurational” because it involves knowledge of various types of relative positions and proximities between places and “procedural” because it involves knowledge of how to structure transactions, operate or organize interdependencies between locations. Additionally, TMTs/CEOs individually have spatial knowledge that is uniquely distorted. Then, finally, when TMTs/CEOs consult spatial knowledge to identify international opportunities or solutions, their search process may entail distance and directional biases as a result of their spatial knowledge. Originality/value This is the first paper to introduce the notion of “spatial knowledge” to the research on TMT/CEO experiences and internationalization and IB research in general.

Antecedents of relationship conflict in top management teams

2014 ◽  
Vol 25 (2) ◽  
pp. 124-147 ◽  
Author(s):  
Carmen Camelo-Ordaz ◽  
Joaquin García-Cruz ◽  
Elena Sousa-Ginel
Keyword(s):  
Top Management Teams ◽  
Management Teams ◽  
Relationship Conflict ◽  
Top Management ◽  
New Approach ◽  
Content Type ◽  
Behavioral Integration ◽  
Measurement Analysis ◽  
And Behavior ◽  
Relationship Of

Purpose – The aim of this paper is to analyze the influence of two categories of conflict antecedents – input and behavior antecedents – on the level of relationship conflict (RC) in top management teams (TMTs). The authors apply a process view to conflict, and consider that the effect of the input antecedents on RC may be mediated by a behavioral antecedent: behavioral integration. Design/methodology/approach – Using a survey instrument, multi-informant data were collected from 64 TMTs. An aggregation and measurement analysis was performed. To test the hypotheses of mediation, bootstrapping procedures were used. Findings – The results show that the effects of team tenure, intragroup trust and value consensus on relationship conflict are mediated by behavioral integration. However, TMT size does not affect relationship conflict – either directly or indirectly – through behavioral integration. Research limitations/implications – It is concluded that encouraging intragroup trust and value consensus among TMT members facilitates the integrated behavior of the team. This behavioral integration may allow conflict to be constructive. Therefore, firms should make an effort to encourage this psychological context. Originality/value – Previous research about the antecedents of RC in the field of TMTs is inconclusive. Additionally, a new approach to conflict antecedents is considered, to establish a direct and independent relationship between different categories of antecedents and TMT conflict. A relationship of interdependence is considered between different types of antecedents and their effects on RC.

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.

Does participatory decision‐making in top management teams enhance decision effectiveness and firm performance?

2009 ◽  
Vol 38 (6) ◽  
pp. 696-714 ◽  
Author(s):  
Abraham Carmeli ◽  
Zachary Sheaffer ◽  
Meyrav Yitzack Halevi
Keyword(s):  
Decision Making ◽  
Firm Performance ◽  
Top Management Teams ◽  
Management Teams ◽  
Strategic Decision ◽  
Top Management ◽  
Joint Decision ◽  
Content Type ◽  
Participatory Decision Making ◽  
Decision Making Processes

PurposeThe purpose of this paper is to examine how participatory decision‐making processes in top management teams (TMT) influence strategic decision effectiveness and firm performance.Design/methodology/approachData from 94 TMTs are collected from structured surveys. Each firm's CEO provides data on strategic decision effectiveness, and a senior executive member of the TMT provided data on participatory decision‐making processes and firm performance.FindingsResults show that participatory decision‐making processes in the TMT are positively associated with decision effectiveness, but there is both a direct and an indirect relationship (through decision effectiveness) between participatory decision‐making processes and firm performance.Originality/valueThis paper sheds light on the importance of joint decision‐making processes among TMT members for improving choices and enhances firm performance.

Carrot or stick? The impact of paternalistic leadership on the behavioral integration of top management teams in megaprojects

2020 ◽  
Vol 13 (5) ◽  
pp. 937-960 ◽  
Author(s):  
Jingyuan Wan ◽  
Yun Le ◽  
Ge Wang ◽  
Nini Xia ◽  
Xiaoxue Liu
Keyword(s):  
Leadership Styles ◽  
Top Management Teams ◽  
Management Teams ◽  
Moral Leadership ◽  
Top Management ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Behavioral Integration ◽  
Benevolent Leadership ◽  
The Impact

PurposeFollowing the call to explore what leadership theory could be applicable in temporary organizations, the purpose of this study was to develop an integrative model linking the effects of paternalistic leadership styles (i.e. authoritarian, benevolent and moral) on the behavioral integration (BI) of top management teams (TMTs) in megaproject settings.Design/methodology/approachThe performance of the research model was tested based on empirical data collected from a sample of 43 megaproject TMTs.FindingsThe results show that the moral leadership style can significantly stimulate the BI of TMTs, whereas authoritarian leadership has a negative impact and benevolent leadership has no significant impact. Furthermore, trust in leader plays a partial mediating role between paternalistic leadership and BI, and the power distance value of TMT positively moderates the links between authoritarian and moral leadership styles and BI.Research limitations/implicationsThe TMT sample was drawn from China's megaprojects, most of which have global influence (e.g. Hong Kong–Zhuhai–Macao Bridge and Shanghai Expo), but the sampling approach limits the generalizability of the research findings to other contexts.Originality/valueThis study introduces the concept of BI into the realm of megaproject management and provides a novel perspective (i.e. paternalistic leadership) for exploring its antecedents. The findings, therefore, contribute to the literature by broadening the megaproject management research with a microfoundation perspective and by extending the extant paternalistic leadership in the context of temporary organizational settings.

Gender in top management research

2014 ◽  
Vol 37 (6) ◽  
pp. 538-552 ◽  
Author(s):  
Heike Mensi-Klarbach
Keyword(s):  
Gender Stereotypes ◽  
Gender Diversity ◽  
Empirical Work ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Biological Traits ◽  
Content Type ◽  
Individual Variables ◽  
The Impact

Purpose – The purpose of this article is to offer a multi-layered approach to gender topics in top management team research. Design/methodology/approach – Recent empirical work on the role of gender diversity in top management teams will be reviewed and contrasted with gender and diversity theory. Findings – The results show that gender diversity has often been operationalized and defined in a highly stereotypical fashion, strongly rooted in assumed biological traits (in particular male/female skills and aptitudes). This very simplistic assumption that men and women behave differently does not take into account gender and diversity theories, but simply reproduces gender stereotypes. As a result, a framework is presented that takes societal, organizational, group and individual variables into account to understand the impact of gender in top management positions. Research limitations/implications – The paper is a conceptual paper aiming at enriching scholarly work on gender and top management teams by considering several potentially gendered processes on different layers: society, organizations, groups and individuals. Originality/value – This concept is the first to offer a fresh perspective on the intensively researched topic of gender and performance in top management. By overcoming the stereotypical view that the contributions of female and male managers are inherently different, the paper aims to enrich the scholarly debate on relevant top management characteristics, and furthermore ensure that discriminatory ascriptions to female and male managers are not reproduced through academic work.

Top management teams’ managerial resources and international diversification

2017 ◽  
Vol 55 (9) ◽  
pp. 1999-2017 ◽  
Author(s):  
Peng-Yu Li ◽  
Fang-Yi Lo
Keyword(s):  
Negative Impact ◽  
Interactive Effect ◽  
International Diversification ◽  
Educational Background ◽  
International Experience ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Content Type ◽  
Managerial Resources

Purpose The purpose of this paper is to incorporate the resource-based perspective with upper echelon theory to examine the effect of top management teams’ (TMTs) managerial resources on international diversification. Design/methodology/approach The authors sampled 360 listed companies in the USA that operated in the information technology industry in 2009, the year after the financial crisis. Findings The findings show that TMTs’ tenure has a negative impact on international diversification but international experience exerts a positive impact on international diversification. Furthermore, TMTs’ educational background diversity and international experience contribute to a reduction in the negative effect of tenure on international diversification. Originality/value Prior studies have investigated the role of TMT in international diversification, but they pay less attention to the interactive effect of the variety of managerial resources on international diversification. In particular, the authors examined the effect of a variety of management resources on the level of international diversification under the uncertain environment.

scholarly journals The effect of female participation in top management teams on the growth performance of small and medium-sized enterprises (SMEs)

2017 ◽  
Vol 11 (1) ◽  
pp. 108-119 ◽  
Author(s):  
Peiyan Wu ◽  
Xiaofang Yao ◽  
Shakeel Muhammad
Keyword(s):  
Growth Performance ◽  
Design Methodology ◽  
Resource Dependence ◽  
Resource Dependence Theory ◽  
Top Management Teams ◽  
Top Management ◽  
Female Participation ◽  
Content Type ◽  
Dependence Theory ◽  
The Relationship

Purpose This paper aims to examine the relationship between the female participation in top management team (TMT) and the growth performance of small and medium-sized enterprises (SMEs) in the Chinese economic environment. Design/methodology/approach Adopting resource dependence theory, this paper tests the hypotheses using panel data from 469 Chinese-listed SMEs during the period of 2011 to 2013. Findings The results show that female participation in TMT significantly promotes the growth performance of SMEs, and there is significantly inverted U-shaped relationship between these two variables. Originality/value This paper finds that education level weakens the inverted U-shaped relationship between the female’s participation in TMT and the growth performance of SMEs.

scholarly journals Transformational leadership, social capital and organizational innovation

2016 ◽  
Vol 37 (7) ◽  
pp. 843-859 ◽  
Author(s):  
Lu Chen ◽  
Wei Zheng ◽  
Baiyin Yang ◽  
Shuaijiao Bai
Keyword(s):  
Social Capital ◽  
Transformational Leadership ◽  
Structural Equation ◽  
Organizational Innovation ◽  
Top Management Teams ◽  
Management Teams ◽  
Equation Modeling ◽  
Top Management ◽  
Content Type ◽  
External Domain

Purpose The purpose of this paper is to investigate the forces driving organizational innovation, particularly CEO transformational leadership as it affects external and internal social capital in top management teams. Design/methodology/approach Survey questionnaires were administered to 90 Chinese top management teams. Structural equation modeling was used to test the hypothesized relationships. Findings Both internal and external social capital mediated the relationship between transformational leadership and organizational innovation. Practical implications Organizations should strengthen internal and external capital of top management teams to reap maximal innovation outcomes from transformational leadership. Originality/value The findings contribute to the transformational leadership, social capital, and innovation literature first by showing how leadership influences innovation through largely neglected mechanisms – internal and external social capital. Second, a social capital focus challenges the tacit assumption that transformational leadership has only internal influences by showing that it potentially spills over to the external domain.

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