Towards a model for team learning in multidisciplinary crisis management teams

Abstract Drawing upon the knowledge-based view and team learning, we investigated how heterogeneity in top management teams (TMTs) in China influences global expansion strategies. Using panel data from Chinese listed firms from 2008 to 2014, we found that TMT functional background heterogeneity could positively affect firms’ commitment to outward foreign direct investment (OFDI), as the diversification of TMT members can enrich the team’s knowledge, facilitate efficient team learning, and enhance the decision-making capacity on overseas expansion. However, tenure heterogeneity may hinder knowledge acquisition and team learning among TMT members, hence undermining firms’ OFDI commitment.

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Cognition in crisis management teams: an integrative analysis of definitions

Ergonomics ◽

10.1080/00140139.2020.1781936 ◽

2020 ◽

Vol 63 (10) ◽

pp. 1240-1256

Author(s):

Jukrin Moon ◽

Farzan Sasangohar ◽

Changwon Son ◽

S. Camille Peres

Keyword(s):

Crisis Management ◽

Integrative Analysis ◽

Management Teams

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Information sharing and decision-making in multidisciplinary crisis management teams

Journal of Organizational Behavior ◽

10.1002/job.2301 ◽

2018 ◽

Vol 39 (6) ◽

pp. 731-748 ◽

Cited By ~ 14

Author(s):

Sjir Uitdewilligen ◽

Mary J. Waller

Keyword(s):

Decision Making ◽

Information Sharing ◽

Crisis Management ◽

Management Teams

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Learning, trust, and creativity in top management teams: Team reflexivity as a moderator

Social Behavior and Personality An International Journal ◽

10.2224/sbp.8096 ◽

2019 ◽

Vol 47 (5) ◽

pp. 1-14 ◽

Cited By ~ 1

Author(s):

Pengfei Rong ◽

Chengyan Li ◽

Jiaqi Xie

Keyword(s):

Social Exchange ◽

Information Exchange ◽

Team Learning ◽

Positive Impact ◽

Positive Influence ◽

Top Management Teams ◽

Management Teams ◽

Mediating Effect ◽

Top Management ◽

Team Trust

Using the theories of social learning, social exchange, and information exchange, we proposed a theoretical model to explain the relationships of learning, trust, and creativity in top management teams (TMT), and introduced TMT reflexivity as a moderator of these relationships. Multiple regression analyses of data obtained from 594 executives in 54 TMTs revealed that team learning had a significant positive impact on TMT creativity, that team trust had a partial mediating effect in the relationship between team learning and TMT creativity, and that TMT reflexivity enhanced the positive influence of team learning on team trust. Our findings reveal the inherent relationships among team learning, team trust, team reflexivity, and TMT creativity, and can provide scientific guidance to strengthen TMT construction, team learning, and team reflexive practice.

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