scholarly journals THE GENESIS OF TOP MANAGEMENT TEAM DIVERSITY: SELECTIVE TURNOVER AMONG TOP MANAGEMENT TEAMS IN DUTCH NEWSPAPER PUBLISHING, 1970-94.

2004 ◽  
Vol 47 (5) ◽  
pp. 633-656 ◽  
Author(s):  
C. Boone ◽  
W. Van Olffen ◽  
A. Van Witteloostuijn ◽  
B. De Brabander
Keyword(s):  
Top Management Team ◽  
Top Management Teams ◽  
Management Team ◽  
Management Teams ◽  
Top Management ◽  
Team Diversity

scholarly journals The Genesis of Top Management Team Diversity: Selective Turnover Among Top Management Teams in Dutch Newspaper Publishing, 1970–94

2004 ◽  
Vol 47 (5) ◽  
pp. 633-656
Author(s):  
Christophe Boone ◽  
Woody Van Olffen ◽  
Arjen Van Witteloostuijn ◽  
Bert De Brabander
Keyword(s):  
Top Management Team ◽  
Top Management Teams ◽  
Management Team ◽  
Management Teams ◽  
Top Management ◽  
Team Diversity

scholarly journals Acquisition target selection and technological relatedness: The moderating role of Top Management Team demographic faultlines

2020 ◽  
pp. 147612702091932
Author(s):  
Korcan Kavuşan ◽  
Nüfer Yasin Ateş ◽  
Anna Nadolska
Keyword(s):  
Target Selection ◽  
Top Management Team ◽  
Selection Criterion ◽  
Top Management Teams ◽  
Management Team ◽  
Management Teams ◽  
Top Management ◽  
The Impact ◽  
Technology Industries

We investigate why some acquirers value targets’ technological relatedness (i.e. similarity and complementarity) more than others. We propose that the importance of technological relatedness as a target selection criterion is influenced by the extent to which an acquirer Top Management Team is divided into subgroups based on managers’ demographic characteristics (i.e. faultlines). That is because an acquirer Top Management Team’s understanding of technological relatedness depends on the team’s information processing capabilities, driven primarily by Top Management Team faultlines. Our analysis of 94 realized acquisitions among 2082 potential acquisition matches in high-technology industries shows that while both technological similarity and complementarity increase the likelihood of an acquisition match, only the impact of technological complementarity is affected by Top Management Team faultlines. Specifically, we find that Top Management Teams with moderately strong divisions between subgroups pay more attention to technological complementarities between their firm and potential acquisition targets than Top Management Teams with very strong or weak divisions.

scholarly journals Aukščiausio lygio vadovų komandų vaidmuo ir poveikis organizacijų veiklai žiniomis grindžiamos visuomenėsiššūkių kontekste

2013 ◽  
Vol 66 ◽  
pp. 64-77 ◽  
Author(s):  
Vadimas Diska ◽  
Albinas Marčinskas
Keyword(s):  
Organizational Performance ◽  
Top Management Team ◽  
Theoretical Concept ◽  
Top Management Teams ◽  
Management Team ◽  
Management Teams ◽  
Organizational Level ◽  
Top Management ◽  
Upper Echelon ◽  
Knowledge Based

Šiuolaikinės ekonomikos vystymosi sąlygomis, kai žinios tampa dominuojančiu veiksniu ir auga specialiųjų žinių vaidmuo bei žmogiškojo kapitalo reikšmė, plečiasi informacinių technologijų galimybės, pastebima vadybinės veiklos sudėtingėjimo tendencija. Būtent tiems, kurie vykdo vadybinę veiklą, tenka esminė užduotis paversti žinias ir švietimą tiesiogine visuomenės produktyvumo jėga, tikruoju visuomenės ir jos ekonomikos kapitalu. Straipsnyje pateikiama aukščiausio lygio vadovų ir jų komandų samprata bei vaidmens svarba organizacijose. Pagrindinis dėmesys skiriamas aukščiausio lygio vadovų komandų teorinių ir empirinių tyrimų rezultatams, atskleidžiant šių komandų reikšmingumą įmonių veikloje žiniomis grindžiamos visuomenės iššūkių kontekste.Pagrindiniai žodžiai: žiniomis grindžiama visuomenė, aukščiausio lygio vadovai, aukščiausio lygio vadovų komanda.The role and impact of top management teams on organizations’ performance in the context of knowledge-based society  Vadimas Diska, Albinas Marčinskas SummaryThe most important issue in the article is how companies, because of great complexity and rather vague environmental conditions, knowledge-based society challenges, in order to stick to their position and gain competitive advantage, must be able to anticipate and react timely to external and internal environmental pressure and show an initiative to undergo changes. The nature of the organization’s reaction and efficiency depends on the top management team characteristics, structure, and potency.The article analyzes the conception of top management teams, their particularity, and the role they play in the organization. It is stressed that considering the role and importance of top management team in an organization, the scientists of strategic management and other fields much attention devote to their performance investigation. In their opinion, the organization’s top management team greatly impacts strategic trends and, therefore, is one of the main strategic resources (Castanias, Helfat, 1991; Michel, Hambrick, 1992; Finkelstein, Hambrick, 1996; Certo et al. 2006).The article stresses that the investigations of top management teams greatly developed in the 80’s of the last century; they were based on the “upper echelon“ theorical concept which illustrated different top management team aspects in the context of structure, decision making, and performance. In the previous “upper echelon“ investigations, while analysing the possible links between a top management team demographic characteristics and different organization results, the organizational demography approach prevailed. The performed investigations confirm the existing link between top management teams and organizational performance which is very important under conditions of rapid environmental changes.The article presents the main trends revealed in the scientific literature on the top management teams: team resources, team processes, managing team performance, and personal integration into the task. Therefore, it is important to have a better understanding of how top management teams impact organizational performance, not only to indentify the demographic indexes, but also to evaluate team and individual processes which function in top management teams. The investigation review has revealed that top management teams impact the research which was based on the “upper echelon“ theoretical concept, from the internal organizational level transcending to branch, country, international levels and encompassing different types of organizations – both in business and public sectors, and also organizations that are in different life cycle stages. On the basis of accomplished analysis, new problematic aspects of TMT have been revealed, which require more research.> 

scholarly journals The Impact of Top Management Team Diversity on Firm Performance: A Study of Large Companies in Malaysia

2018 ◽  
Vol 56 ◽  
pp. 03005
Author(s):  
Sreedevi Shammugam ◽  
Maran Marimuthu
Keyword(s):  
Top Management Team ◽  
Secondary Data ◽  
Cross Sectional Study ◽  
Top Management Teams ◽  
Management Team ◽  
Top Management ◽  
Sectional Study ◽  
Cross Sectional ◽  
Team Diversity ◽  
The Impact

The current economic climate has changed the landscape of business dramatically in the perspective of global environment. Hence, in order to respond for the global changes in term of economic, social, politic and technology, organization should enhance the right mix of top management teams (TMT) for current and future progression and growth of the organization. Diversity of top management team plays an important role to determine the performance of the organization. This conceptual paper is to examine the impact of top management team diversity traits on firm performance. The study will adopt quantitative research design with secondary data, for the average of five years. Secondary data mainly involves financial data that will be obtained financial databases such as DATASTREAM based on 200 nonfinancial large companies in Malaysia. The multiple regression analysis and cross-sectional study will be used to test the hypothesis. Issues surrounding top management team’s diversity, upper echelon theories and the mixed findings from previous research are offered as potential avenues for empirical research. Therefore, the line of inquiries needs a fundamental work and empirical analysis using above methodology. The preliminary results leading toward for a better understanding of the factor that explains how top management diversity translates into greater organizational achievements and argues the need to analyse the characteristics of top management teams and their composition more extensively, especially in the context of large companies. This is a cross-sectional study, variables, concepts, constructs and hypotheses will be carefully constructed and developed to meet the objectives of the study. Multivariate analyses will be adopted, and in this regard, panel data analyses using the E- VIEW/STATA statistical software will be used to suit the requirement of considering both crosssectional and time series data in the analyses.

The role of top management teams in firm responses to performance shortfalls

2020 ◽  
pp. 147612702096268
Author(s):  
Kalin D Kolev ◽  
Gerry McNamara
Keyword(s):  
Risk Taking ◽  
Top Management Team ◽  
Top Management Teams ◽  
Management Team ◽  
Management Teams ◽  
Top Management ◽  
Strategic Risk ◽  
Pay Disparity ◽  
Strategic Risk Taking ◽  
The Impact

Past research rooted in the Behavioral Theory of the Firm has extensively examined the impact of performance feedback on organizational change and risk taking, finding robust effects that performance shortfalls enhance the risk taking of firms. We argue that the strength of this effect is likely to be contingent on the attributes of the firm’s top management team. To enhance our understanding of which firms are more likely to be sensitive to performance cues, we draw on the Upper Echelon Theory to theorize that key structural attributes of the top management team—tenure and gender diversity, size, and pay disparity—affect how top executives interpret poor performance and act upon it through engagement in strategic risk taking. Results show that top management teams with greater tenure diversity, smaller size, and smaller pay disparity among members engage in more strategic risk taking following performance shortfalls.

Using Causal Mapping to Uncover Cognitive Diversity within a Top Management Team

2005 ◽  
pp. 203-232 ◽  
Author(s):  
David P. Tegarden ◽  
Linda F. Tegarden ◽  
Steven D. Sheetz
Keyword(s):  
Firm Performance ◽  
Top Management Team ◽  
Black Box ◽  
Top Management Teams ◽  
Management Team ◽  
Top Management ◽  
Cognitive Diversity ◽  
Causal Mapping ◽  
And Cluster Analysis ◽  
Cognitive Factions

The cognitive diversity of top management teams has been shown to affect the performance of a firm. In some cases, cognitive diversity has been shown to improve firm performance, in other cases, it has worsened firm performance. Either way, it is useful to understand the cognitive diversity of a top management team. However, most approaches to measure cognitive diversity never attempt to open the “black box” to understand what makes up the cognitive diversity of the team. This research reports on an approach that identifies diverse belief structures, i.e., cognitive factions, through the use of causal mapping and cluster analysis. The results show that the use of causal mapping provides an efficient and effective way to identify idiosyncratic and shared knowledge among members of a top management team. This approach allows the cognitive diversity of the top management team to not only to be uncovered, but also to be understood.

scholarly journals Top management team diversity: positive in the short run, but negative in the long run?

2011 ◽  
Vol 17 (7/8) ◽  
pp. 328-353 ◽  
Author(s):  
Sabine Boerner ◽  
Marius Linkohr ◽  
Sabine Kiefer
Keyword(s):  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Team Diversity ◽  
Long Run ◽  
Short Run

The Moderating Role of Top Management Team Diversity in Strategic Change in a Multicultural Context

2018 ◽  
Vol 16 (4) ◽  
pp. 957-973 ◽  
Author(s):  
M. Carmen Díaz‐Fernández ◽  
M. Rosario González‐Rodríguez ◽  
Biagio Simonetti
Keyword(s):  
Strategic Change ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Team Diversity ◽  
Multicultural Context ◽  
Moderating Role
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