An Empirical Research on the Relationship between Top Management Teams' Tenure and Firm Performance: Evidence from Chinese Listed Real Estate Companies

2010 ◽  
Author(s):  
Wang Lu ◽  
Gao Peng
Keyword(s):  
Firm Performance ◽  
Real Estate ◽  
Empirical Research ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
The Relationship

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 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.

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.

Leveraging Multinational Firm Performance through the Use of Diversified Top Management Teams

2012 ◽  
pp. 185-201
Author(s):  
Güven Alpay ◽  
Pinar Büyükbalci
Keyword(s):  
Organizational Performance ◽  
Top Management Teams ◽  
Management Teams ◽  
Multinational Firm ◽  
Empirical Literature ◽  
Top Management ◽  
Long Run ◽  
The Relationship ◽  
Implementing Strategies ◽  
Strategic Outcomes

This chapter discusses the theoretical framework covering the relationship between top management team diversity determinants and certain organization-level variables in order to capture the essence of possible strategic outcomes. Accordingly, it attempts to summarize and clarify the theoretical and empirical literature regarding the effects of diversity on the functioning of top management teams. In this sense, the main aim of this study is to contribute to and improve the current literature on diversity through the viewpoint of strategic international business literature by directly focusing on the organizational unit—top management teams—which is responsible for formulating and implementing strategies that will leverage organizational performance in the long run.

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