scholarly journals The Influence of Top Management Team Human Capital on Sustainable Business Growth

2021 ◽  
Vol 12 ◽  
Author(s):  
Yaoping Shen ◽  
Qian Zheng ◽  
Xinghui Lei ◽  
Fengpei Hu
Keyword(s):  
Decision Making ◽  
Human Capital ◽  
Top Management Team ◽  
Management Team ◽  
Mediating Effect ◽  
Top Management ◽  
Business Growth ◽  
Sustainable Business ◽  
The Impact ◽  
The Relationship

Traditionally, enterprises have subscribed to the belief that top management team (TMT) human capital is of great influence to a specific entity. While long being a question of interest in the field of management, the extant literature rarely discusses the impact of TMT human capital on sustainable business growth. By examining data obtained from 535 TMT members of private enterprises in Zhejiang Province PRC, and investigate the mediating effect of decision-making quality as well as the moderating effect of founder characteristics, we analyze the positive operating mechanisms of TMT human capital on sustainable business growth. Interestingly, the single most striking observation to emerge from the empirical investigation was: (1) TMT human capital has a significant positive impact on sustainable business growth; (2) decision-making quality fully mediates the relationship between TMT human capital and sustainable business growth; and (3) the more open-minded the founders, the stronger the mediating effect of decision-making quality in the relationship between TMT human capital and sustainable business growth. This research has expanded the perspective and scope of the research on TMT human capital, and its practical usage is discussed.

scholarly journals Top Management Team Stability and Corporate Social Responsibility: The Moderating Effects of Performance Aspiration Gap and Organisational Slack

2021 ◽  
Vol 13 (24) ◽  
pp. 13972
Author(s):  
Qiang Zheng ◽  
Danming Lin
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Senior Executives ◽  
Slack Resources ◽  
Corporate Social ◽  
The Impact ◽  
The Relationship

Although studies on the impact of senior executives on corporate social responsibility (CSR) are relatively sufficient, they take a static perspective when investigating the different attitudes of senior executives towards fulfilling social responsibility. Few studies consider the impact of the dynamic changes in a top management team (TMT) on sustainable corporate development, especially social responsibility. We perform regression analysis on 2010–2019 data from Chinese listed firms to examine the relationship between TMT stability and CSR performance and consider the moderating roles of the performance aspiration gap and slack resources. We find that TMT stability has a positive impact on CSR performance and that the performance aspiration gap and slack resources negatively moderate the relationship between TMT stability and CSR performance. This study expands the current literature on the relationship between TMT characteristics and social responsibility, sheds light on what situations can cause agency problems, and provides practical guidance for the sustainable development of a firm and adequate performance of CSR.

Generalist versus specialist CEO and R&D commitment: evidence from an emerging market

2021 ◽  
pp. 1-17
Author(s):  
Arpita Agnihotri ◽  
Saurabh Bhattacharya
Keyword(s):  
Human Capital ◽  
Boundary Conditions ◽  
Chief Executive Officer ◽  
Emerging Market ◽  
Top Management Team ◽  
Chief Executive ◽  
Management Team ◽  
Top Management ◽  
The Impact ◽  
Educational Diversity

Abstract Leveraging the human capital specificity and the Chief Executive Officer (CEO)–top management team (TMT) interface literature, this study explores the impact of generalist versus specialist CEOs on R&D commitments by Indian firms under the boundary conditions of TMTs' functional and educational diversity. Based on a sample of 253 firms over a period of 6 years, in contrast to previous studies, our findings suggest that specialist CEOs are more likely to invest in R&D than generalist CEOs; however, when supported by functionally and educationally diverse TMT, the R&D commitment of generalist CEOs increases as well.

Personality traits of entrepreneurial top management team members and new venture performance

2019 ◽  
Vol 47 (7) ◽  
pp. 1-15 ◽  
Author(s):  
Shengli Dai ◽  
Yingchun Li ◽  
Wei Zhang
Keyword(s):  
Personality Traits ◽  
Organizational Performance ◽  
New Ventures ◽  
Top Management Team ◽  
Openness To Experience ◽  
Management Team ◽  
Mediating Effect ◽  
New Venture ◽  
Top Management ◽  
The Relationship

Management practitioners and leadership experts regard personality traits as important attributes of individual, team, and organizational performance. However, few scholars have studied the inner workings of the performance of a new venture as regards the personality traits of the entrepreneurial top management team (TMT). We investigated 156 entrepreneurial TMTs of new ventures in China's Optical Valley, and found that: (a) the entrepreneurial TMT's extraversion, agreeableness, conscientiousness, and openness to experience all have a positive impact on a new venture's performance, but neuroticism did not; (b) Knowledge integration had a partial mediating effect on the relationship between the TMT's extraversion, agreeableness, conscientiousness, and openness to experience and the performance of the venture; (c) A transformational leadership style of entrepreneurial TMT leaders was found to significantly moderate the relationship between the TMT's extraversion, conscientiousness, and openness to experience and the new venture's performance. The findings not only contribute to theories of entrepreneurial TMT, team personality composition, and knowledge management, but also have practical significance for improving the performance of new ventures.

Mediating effect of team trust on the influence of top management team (TMT) processes against HRM decision quality and satisfaction performance

2019 ◽  
Vol 49 (4) ◽  
pp. 1053-1068 ◽  
Author(s):  
Meng Chenli ◽  
Ge Yuhui ◽  
Liu Xihuai ◽  
Eugene Abrokwah
Keyword(s):  
Top Management Team ◽  
Management Team ◽  
Mediating Effect ◽  
Decision Quality ◽  
Top Management ◽  
Content Type ◽  
Decision Performance ◽  
The Relationship ◽  
Team Trust

Purpose The purpose of this paper is to test the mediating role of top management team (TMT) team trust in examining the relationship between team processes (internal and external) and human resource management (HRM) decision performance (quality and satisfaction) in the context of the People’s Republic of China. Design/methodology/approach The sample data of this study include 524 team members from 76 TMTs in east China’s Shanghai, Jiangsu, Zhejiang, Anhui provinces. IBM SPSS AMOS 22.0 software was employed for the data analysis. Findings The study finds that TMT internal and external processes have significant positive effects on HRM decision quality and satisfaction. The study further finds that TMT team trust partially mediates the relationship between TMT processes (internal and external processes) and HRM decision quality and satisfaction. Practical implications This research provides useful insights into the role of TMT team trust in enhancing managerial decision performance. Originality/value This study is among the limited studies that explore the influence of team trust in the relationship between TMT processes (internal and external processes) and HRM decision quality and satisfaction among TMTs in China. This study has extended TMT knowledge in mainstream management with guidelines on how to enhance organizational decision performance.

The Impact of Top Management Team Demography on Firm Performance in China

2005 ◽  
Vol 4 (3) ◽  
pp. 227-250 ◽  
Author(s):  
Li-Qun Wei ◽  
Chung-Ming Lau ◽  
Michael N Young ◽  
Zhihui Wang
Keyword(s):  
Firm Performance ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
The Impact
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