Chapter 14 How Aligned Is the Top Management on Organizational Outcomes?

2016 ◽  
pp. 53-56
Keyword(s):  
Organizational Outcomes ◽  
Top Management

THE RELATIONSHIP BETWEEN TOP MANAGEMENT TEAM INNOVATION ORIENTATION AND FIRM GROWTH: THE MEDIATING ROLE OF FIRM INNOVATIVENESS

2015 ◽  
Vol 19 (01) ◽  
pp. 1550005 ◽  
Author(s):  
NILS D. KRAICZY ◽  
ANDREAS HACK ◽  
FRANZ W. KELLERMANNS
Keyword(s):  
Firm Growth ◽  
Top Management Team ◽  
Organizational Outcomes ◽  
Management Team ◽  
Top Management ◽  
Upper Echelon ◽  
Team Innovation ◽  
Firm Innovativeness ◽  
Team Characteristics ◽  
The Relationship

Upper echelon theory and research on innovation have considered top management teams and their behaviour and characteristics as important factors that positively influence innovativeness and organizational outcomes. Yet, innovation research has mostly focused on individual new product projects, and their performance and impact on firm performance. Recent research has started to apply a more holistic view in terms of innovation, by considering firm-wide innovation instead of single new products. Upper echelon research has concentrated on direct relationships between top management team characteristics and organizational outcomes. But recent research calls for mediating effects of the relationship between top management team characteristics and organizational outcomes. Hence, this study introduces firm innovativeness as a mediator between top management team innovation orientation and firm growth. Focusing on small and medium-sized firms, which often represent highly innovative firms, results show that firm innovativeness fully mediates the relationship between top management team innovation orientation and firm growth. Implications and future research are discussed.

scholarly journals Social Class in Organizations: Entrance, Promotion, and Organizational and Societal Consequences of the Corporate Elite

2021 ◽  
pp. 105649262110276
Author(s):  
Michelle K. Lee ◽  
Jennifer J. Kish-Gephart ◽  
Mark S. Mizruchi ◽  
Donald A. Palmer ◽  
Michael Useem
Keyword(s):  
Social Class ◽  
Organizational Outcomes ◽  
Top Management ◽  
Business And Society ◽  
Strategic Actions ◽  
Class System ◽  
Corporate Elite ◽  
Class Background ◽  
Managerial Positions ◽  
Societal Inequality

Organizational theorists studying executives of large corporations have long theorized that top management is dominated by elites of upper social class background. Organizations reflect the class system in the societies they are situated in by advantaging those of higher social class background. If organizations are perpetuating societal inequality by favoring those from higher social class and positioning them to dictate organizational outcomes, it is important to understand ways to reduce inequality by increasing social class diversity, and theorize on the implications of this diversity for business and society. This article brings together scholars on the forefront of social class research to understand the influence of social class on the corporate elite. The scholars explore the effect of social class in attaining access to the most influential managerial positions, conditions that enable greater diversity, and how the corporate elite can affect firm strategic actions and key societal outcomes.

Do top management performance attribution patterns matter to subsequent organizational outcomes? A two-country study of attribution in economic crisis

2018 ◽  
Vol 26 (5) ◽  
pp. 736-755 ◽  
Author(s):  
Derek Lehmberg ◽  
Chanchai Tangpong
Keyword(s):  
Organizational Climate ◽  
Organizational Outcomes ◽  
Top Management ◽  
Internal Attribution ◽  
Subsequent Performance ◽  
Performance Attribution ◽  
External Attribution ◽  
Country Study ◽  
Different Types ◽  
And Performance

AbstractTop management plays a central role in interpreting the organization’s performance and communicating to stakeholders. Management’s performance attributions set the tone for accountability and shape organizational climate. However, prior studies of the relationships between attribution patterns and subsequent performance have been limited and reported mixed results. This study extends this literature stream by examining the relationships of four different types of attribution and subsequent performance concurrently and testing them in a two-country sample. We find a significant positive relationship between positive internal attribution and subsequent performance, and reaffirm prior findings on negative external attribution and performance.

Der Generalfaktor der Persönlichkeit und die Dunkle Triade

2020 ◽  
Vol 64 (4) ◽  
pp. 234-248
Author(s):  
Vivien Höflinger ◽  
Christian Mai ◽  
Marion Büttgen ◽  
Andreas Eckhardt
Keyword(s):  
Big Five ◽  
Top Management

Zusammenfassung. Um die komplexe Verbindung zwischen Wesenskennzeichen und Führungserfolg auf Top-Managementebene zu entschlüsseln, bietet der Generalfaktor der Persönlichkeit (GFP) eine interessante, aber bis dato eher selten genutzte Alternative zu herkömmlichen Konzepten der Persönlichkeitspsychologie. Hier setzt die vorliegende Studie an. Sie extrahiert aus den klassischen Dimensionen der Big Five einen übergeordneten Generalfaktor und verknüpft diesen mit den Persönlichkeitsmerkmalen der Dunklen Triade. Die Erhebung bei 320 deutschen Vorständen und Geschäftsführern zeigt, dass sich der Persönlichkeitsfaktor speziell für das Top-Management (GFP-E) durch die Faktorladungen und hinsichtlich der Facettenhierarchie vom herkömmlichen GFP unterscheidet. Der spezifisch für Executives ermittelte GFP-E korreliert positiv mit individuellen Erfolgs- und Zufriedenheitsmaßen sowie mit Narzissmus, einer Dimension der Dunklen Triade. Außerdem zeigen sich negative Zusammenhänge zu Machiavellismus und Psychopathie. Die Ergebnisse erlauben weiterführende Implikationen für die Forschung sowie die Auswahl und Förderung von Managern in der Unternehmenspraxis.

Daily Fluctuations in Work Engagement

2014 ◽  
Vol 19 (4) ◽  
pp. 227-236 ◽  
Author(s):  
Arnold B. Bakker
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Research Evidence ◽  
Organizational Outcomes ◽  
Reciprocal Relationship ◽  
Proactive Behavior ◽  
Negative Events ◽  
Daily Work ◽  
Work Pressure ◽  
Diary Research

This article presents an overview of the literature on daily fluctuations in work engagement. Daily work engagement is a state of vigor, dedication, and absorption that is predictive of important organizational outcomes, including job performance. After briefly discussing enduring work engagement, the advantages of diary research are discussed, as well as the concept and measurement of daily work engagement. The research evidence shows that fluctuations in work engagement are a function of the changes in daily job and personal resources. Particularly on the days that employees have access to many resources, they are able to cope well with their daily job demands (e.g., work pressure, negative events), and likely interpret these demands as challenges. Furthermore, the literature review shows that on the days employees have sufficient levels of job control, they proactively try to optimize their work environment in order to stay engaged. This proactive behavior is called job crafting and predicts momentary and daily work engagement. An important additional finding is that daily engagement has a reciprocal relationship with daily recovery. On the days employees recover well, they feel more engaged; and engagement during the day is predictive of subsequent recovery. Finding the daily balance between engagement while at work and detachment while at home seems the key to enduring work engagement.

Situational constraints and organizational outcomes: A meta-analysis

2010 ◽  
Author(s):  
Margaret T. Horner ◽  
Allison Cook ◽  
Jennifer Rodriguez ◽  
Rebecca J. Thompson
Keyword(s):  
Meta Analysis ◽  
Organizational Outcomes ◽  
Situational Constraints
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