Effect of top management team attributes on American restaurant financial performance

2018 ◽  
Vol 27 (4) ◽  
pp. 55-69
Author(s):  
Joonho Moon ◽  
Chung-Hun Lee
Keyword(s):  
Financial Performance ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Team Attributes

"Top Management Team Attributes, Bricolage and Ambidexterity in SMEs"

2015 ◽  
Vol 2015 (1) ◽  
pp. 14431
Author(s):  
Roxana Turturea ◽  
Justin J.P. Jansen ◽  
Ingrid Verheul
Keyword(s):  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Team Attributes

Offshoring and firm innovation: The moderating role of top management team attributes

2012 ◽  
Vol 33 (13) ◽  
pp. 1480-1498 ◽  
Author(s):  
Oli R. Mihalache ◽  
Justin J. J. P. Jansen ◽  
Frans A. J. Van Den Bosch ◽  
Henk W. Volberda
Keyword(s):  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Firm Innovation ◽  
Team Attributes ◽  
Moderating Role

scholarly journals Top Management Team Shared Responsibility and Non-Financial Performance of Star-Rated Hotels in Uganda: The Moderating Role of Innovativeness

2021 ◽  
Vol 8 (2) ◽  
pp. 24-37
Author(s):  
Arinaitwe Mercy ◽  
Rotich Dorothy ◽  
Muganda Catherine
Keyword(s):  
Financial Performance ◽  
Top Management Team ◽  
Sampling Technique ◽  
Moderating Effect ◽  
Management Team ◽  
Shared Responsibility ◽  
Top Management ◽  
Cross Sectional ◽  
Moderating Role

This study aimed to examine the moderating effect of innovativeness on the relationship between Top Management Team Shared Responsibility (TMT) and non-financial performance of star-rated hotels in Uganda. A positivism research philosophy and an explanatory research design with a cross-sectional approach were adopted, while a multi-stage sampling technique; stratified and simple random techniques was used to collect quantitative data using self-administered questionnaires to a sample of 265 managers from 53 star-rated hotels. Both descriptive and inferential statistics were analyzed and a hierarchical regression model was used to test the set hypotheses. Results indicate a positive, significant relationship between TMT Shared Responsibility and non-financial performance. Innovativeness as a predictor of non-financial performance and also exerts a moderating effect on TMT Shared Responsibility and Non-financial performance of star-rated hotels in Uganda. Based on the findings the study concludes that under high level of innovation, TMT Shared Responsibility highly imprives non-financial performance of star rated hotels. Thus, hospitality management should create a conducive environment for innovativeness through research and development, rewarding creative ideas and responding to changes in the hospitality environment as these enhance performance. The novelty of this research resides in the moderating role of innovativeness in enhancing non-financial performance of star-rated hotels. Also, conceptualization of the TMT Shared Responsibility and innovativeness as intangible resources for enhanced performance.

Convergence Versus Strategic Reorientation: The Antecedents of Fast-paced Organizational Change

2000 ◽  
Vol 26 (5) ◽  
pp. 911-945 ◽  
Author(s):  
Shelley S. Gordon ◽  
Wayne H. Stewart ◽  
Robert Sweo ◽  
William A. Luker
Keyword(s):  
Financial Performance ◽  
Power Distribution ◽  
Structural Equation ◽  
Environmental Changes ◽  
Top Management Team ◽  
Computer Software ◽  
Performance Outcomes ◽  
Management Team ◽  
Hierarchical Regression ◽  
Top Management

We reexamine and extend the antecedents of strategic reorientation, a change in strategy combined with change in at least two of organization structure, power distribution and control systems, presented by Lant, Milliken, and Batra (1992) by using archival data (1987–1993) for firms in the stable furniture and turbulent computer software industries. While enabling direct comparability of results from the two studies, we specify an extended, integrated model of change forces, and test the hypotheses with a more robust data analytic technique, hierarchical regression analysis. The results support industry turbulence and CEO turnover as precursors to strategic reorientation, and suggest that industry turbulence conditions managers’ external attributions for negative financial performance in influencing strategic reorientation. Alternatively, the results indicate that top management team turnover is negatively related to strategic reorientation. The results do not support the Lant et al. (1992) conclusions that low past financial performance, top management team heterogeneity, awareness of environmental changes, and external attributions for negative financial performance outcomes are significantly associated with strategic reorientation. Structural equation analysis indicated the predictive superiority of the respecified model, and we offer suggestions for theoretical refinement and development of strategic reorientation.

Top Management Team Surface-Level Diversity, Strategic Change, and Long-Term Firm Performance: A Mediated Model Investigation

2019 ◽  
Vol 26 (3) ◽  
pp. 304-318 ◽  
Author(s):  
Jie Wu ◽  
Orlando C. Richard ◽  
Xinhe Zhang ◽  
Craig Macaulay
Keyword(s):  
Firm Performance ◽  
Financial Performance ◽  
Strategic Change ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Upper Echelons ◽  
Surface Level ◽  
Upper Echelons Theory

Top management team (TMT) heterogeneity research has not yet clearly revealed whether surface-level diversity (i.e., national culture, gender, age) contributes to or detracts from a firm’s financial performance and has not focused on how strategic change frequency (number international diversification or refocusing activities) serves as an intervening mechanism. Based on a sample of 1,993 firms between 2003 and 2015, we examine the mediating role of strategic change frequency in the relationship between surface-level diversity and long-term firm performance. Grounded in the upper echelons perspective, we find that TMT surface-level diversity increases rather than decreases strategic change frequency. Furthermore, our results are consistent with our hypothesized positive relationship between strategic change frequency and long-term firm performance. More important, we also find support for a longitudinal-based mediation model in which strategic change frequency in terms of diversification/refocusing actions (Time 2) transmits the positive effect of TMT surface-level diversity (Time 1) to long-term financial performance (Time 3) without accounting for any moderated conditions suggesting that mediation models warrant more utilization in the upper echelons research and internationalization research domains. Implications for the upper echelons theory in a more global world as if relates to the often unexplored surface-level diversity are offered.

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