scholarly journals The Top Management Team, Reflexivity, Knowledge Sharing and New Product Performance: A Study of the Irish Software Industry

2010 ◽  
Vol 19 (3) ◽  
pp. 219-232 ◽  
Author(s):  
Sarah MacCurtain ◽  
Patrick C. Flood ◽  
Nagarajan Ramamoorthy ◽  
Michael A. West ◽  
Jeremy F. Dawson
Keyword(s):  
Knowledge Sharing ◽  
Software Industry ◽  
Top Management Team ◽  
New Product ◽  
Management Team ◽  
Product Performance ◽  
Top Management ◽  
New Product Performance

THE IMPACT OF TOP MANAGEMENT TEAM CONFLICT ON NEW PRODUCT DEVELOPMENT: A CROSS-CULTURAL PERSPECTIVE

2010 ◽  
Vol 07 (02) ◽  
pp. 193-208 ◽  
Author(s):  
TSUN-JUI HSIEH ◽  
HSIEN-JUI CHUNG ◽  
HSUAN LO
Keyword(s):  
United States ◽  
Product Development ◽  
Cultural Differences ◽  
New Product Development ◽  
Top Management Team ◽  
New Product ◽  
The United States ◽  
Management Team ◽  
Top Management ◽  
Team Conflict

This study demonstrates how top management team (TMT) conflict impacts new product development (NPD) under cultural differences between Taiwan and the United States. Based on cultural differences, we compare Taiwan and the United States to explore how the heterogeneity of TMT composition leads to team conflict and how TMT conflict affects NPD outcomes in different stages. Several research propositions are presented and indicate that the higher TMT heterogeneity results in a higher degree of team conflict. Furthermore, cognitive conflict positively affects NPD initiation stage, but negative in the implementation stage. From a perspective of cultural differences, managers in Taiwan, compared with those in the United States, tend to sustain organizational cohesion and harmony, emphasize personal relationships, and sidestep direct conflict as much as possible. This cultural characteristic negatively affects NPD initiation, and also wears away the competitive advantages for Taiwanese companies.

The role of top management team attention in new product introductions

2017 ◽  
Vol 70 ◽  
pp. 17-24 ◽  
Author(s):  
Jason W. Ridge ◽  
Scott Johnson ◽  
Aaron D. Hill ◽  
Joel Bolton
Keyword(s):  
Top Management Team ◽  
New Product ◽  
Management Team ◽  
Top Management ◽  
New Product Introductions

scholarly journals Experience maketh the mind? Top management teams’ experiential background and cognitive search for adaptive solutions

2019 ◽  
Author(s):  
Jatinder S Sidhu ◽  
Mariano L M Heyden ◽  
Henk W Volberda ◽  
Frans A J Van Den Bosch
Keyword(s):  
Educational Level ◽  
Top Management Team ◽  
Adaptive Strategies ◽  
New Product ◽  
Top Management Teams ◽  
Management Team ◽  
Top Management ◽  
Adaptive Search ◽  
Formative Experiences ◽  
The Mind

Abstract The adaptive strategies of firms depend on executives’ forward-looking cognitive search. We examine how cognitive search is affected by the formative experiences of the executives making up a firm’s top management team (TMT). Drawing on research on adaptive search, cognition, and the upper echelons, we examine the extent to which educational level, diversity of functional expertise, and the length of industry tenure of TMT members will be associated with whether cognitive search centers more on proximal or on distal solutions. Analysis of 10 years of panel-data from US companies shows that whereas a TMT’s educational level does not seem to affect cognitive search, diversity of functional expertise does so, as predicted, and industry tenure does so in a manner we had not fully anticipated. Additional analysis also shows that whether cognitive search is proximal or distal is associated with whether firms enter into related or unrelated new product-markets. The article discusses the implications of these findings.

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