Top Management Team Structure and Resource Reallocation Within the Multibusiness Firm

2017 ◽  
Vol 43 (8) ◽  
pp. 2497-2525 ◽  
Author(s):  
Carl Vieregger ◽  
Eric C. Larson ◽  
Phillip C. Anderson
Keyword(s):  
Resource Allocation ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Resource Reallocation ◽  
Unrelated Diversification ◽  
Capital Reallocation ◽  
Fortune 1000 ◽  
The Impact ◽  
Allocation Decisions

Drawing on the classic concepts of integration and differentiation from contingency theory, we analyze the impact of influential business unit (BU) executives on the capital resource allocation decisions of the multibusiness firm. Capital resource allocation is one of the most important tasks of the top management team (TMT), yet management scholars have yet to explore the fundamental link between TMT structure and resource reallocation decisions. We hypothesize that greater BU influence within the firm’s TMT drives greater reallocation because BU executives are positioned to focus on organizational elements related to differentiation. We also hypothesize contextual factors, based on the multidimensional nature of managerial influence, which act to limit the effect of BU influence. To support this analysis, we develop two unique measures: The first captures the degree of capital reallocation from year to year within the multibusiness firm, and the second measures the relative influence of BU executives. An empirical analysis on the sample of Fortune 1000 firms confirms that BU influence is associated with capital reallocation and that BU influence is moderated by research and development (R&D) intensity and unrelated diversification.

The Impact of Top Management Team Demography on Firm Performance in China

2005 ◽  
Vol 4 (3) ◽  
pp. 227-250 ◽  
Author(s):  
Li-Qun Wei ◽  
Chung-Ming Lau ◽  
Michael N Young ◽  
Zhihui Wang
Keyword(s):  
Firm Performance ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
The Impact

scholarly journals MCCG 2012 versus MCCG 2017: Board Gender Diversity and Women CEO Issues within the Male-dominated Oil and Gas Industry

2019 ◽  
Vol 10 (2) ◽  
pp. 122
Author(s):  
Dayana Mastura Baharudin ◽  
Maran Marimuthu
Keyword(s):  
Oil And Gas ◽  
Top Management Team ◽  
Gender Diversity ◽  
Oil And Gas Industry ◽  
Management Team ◽  
Annual Reports ◽  
Top Management ◽  
Gas Industry ◽  
Board Gender Diversity ◽  
The Impact

Purpose – This study investigates the impact of the two main determinants of strengthening the Board and Top Management Team through gender diversity contrasting between the pre and post MCCG 2017 era.Design/methodology/approach – The study will employ the judgmental sampling method followed by descriptive statistics, regression analysis and quantitative content analysis derived from MCCG 2012 and MCCG 2017 as issued by the Malaysian Securities Commission together with prior research to analyse the annual reports in order to explore the reporting of gender diversity across the Board and Top Management Team.Originality/value – This study is a systematic review of prior recent research developments in the Malaysian Securities Commission’s MCCG 2012 and MCCG 2017. The Board of Directors and Top Management Team scoring index could also be applied to other PLCs within the ASEAN oil and gas industry.

Strategic change: the impact of senior foreign managers, firm size and uncertainty avoidance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kiattichai Kalasin
Keyword(s):  
Firm Size ◽  
Strategic Change ◽  
Emerging Market ◽  
Top Management Team ◽  
Uncertainty Avoidance ◽  
Management Team ◽  
Top Management ◽  
Content Type ◽  
Focal Firm ◽  
The Impact

Purpose This study aims to examine how senior foreign executives in a top management team catalyse strategic change in firms that originated from emerging markets (EMs). It further examines the moderating effects of organisational size and uncertainty avoidance (UA) on the positive relationship between senior foreign manager and strategic change in an organisation. Design/methodology/approach The panel data econometrics and multilevel analyses were adopted to run the model. The author tests hypotheses on 263 emerging market firms (EMFs), originating from nine EMs. Findings Empirical results reveal that senior foreign managers are active agents who can promote and implement strategic change in an organisation. They possess a different set of values, knowledge and experiences that can trigger strategic change. In addition, firm size and UA weaken the relationship between senior foreign manager ratio and strategic change of a firm.. Practical implications This study indicates that recruiting committees of EMFs should consider hiring senior foreign managers to foster a higher degree of strategic change. Nevertheless, firm size and UA may impose implementation difficulties for senior, foreign managers. As a result, the focal firm should be flexible and open to change. Originality/value This study aims to contribute to strategic change and top management team internationalisation literature by promoting the role of senior foreign managers and national culture on strategic change.

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