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

2019 ◽  
Vol 47 (5) ◽  
pp. 1-14 ◽  
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.

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.

scholarly journals Heterogeneity in top management teams and outward foreign direct investment: evidence from Chinese listed companies

2019 ◽  
Vol 13 (1) ◽  
Author(s):  
Shuai Meng ◽  
Jiayan Yan ◽  
Xuebing Cao
Keyword(s):  
Foreign Direct Investment ◽  
Direct Investment ◽  
Team Learning ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Outward Foreign Direct Investment ◽  
Listed Firms ◽  
Knowledge Based ◽  
Decision Making Capacity

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.

Conflicts in top management teams and team/firm outcomes

2009 ◽  
Vol 20 (3) ◽  
pp. 228-250 ◽  
Author(s):  
Jun Liu ◽  
Pingping Fu ◽  
Songbo Liu
Keyword(s):  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Firm Outcomes
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