scholarly journals Can Top Management Teams' Academic Experience Promote Green Innovation Output: Evidence from Chinese Enterprises

2021 ◽  
Vol 13 (20) ◽  
pp. 11453
Author(s):  
Shukuan Zhao ◽  
Bochen Zhang ◽  
Dong Shao ◽  
Shuang Wang
Keyword(s):  
Economic Benefits ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Academic Experience ◽  
Political Connection ◽  
Green Innovation ◽  
Top Executives ◽  
Upper Echelon Theory ◽  
Innovation Output

Under the background of increasingly severe environmental problems, green innovation has become a key way to realize coordinated development of economy and environment. Therefore, it is of great significance to explore the antecedent factors of green innovation. Based on the upper-echelon theory, this study explores the influence of the academic background of top management teams (TMT) on firm's green innovation outcomes and firm performance in Chinese listed companies. This study also discusses three boundary conditions for TMT's academic experience to promote firm's green innovation. The results show that TMT's academic experience promotes green innovation output. Moreover, TMT's academic experience do not have a uniform effect: strict environmental regulation strengthens the relationship between TMT's academic experience and green innovation output, while political connection and innovation input negatively moderate this relationship. Furthermore, green innovation output does not result in better economic benefits for enterprises with top executives who have academic experience, and this condition is observed more in state-owned enterprises. This study reveals the motivation of green innovation and provides a useful reference for enterprises to implement green innovation strategy more effectively.

scholarly journals Upper Echelon Theory: Role of Community and Strategy

2015 ◽  
Vol 1 (3) ◽  
pp. 35-44
Author(s):  
Majdi Anwar Quttainah
Keyword(s):  
Top Management Teams ◽  
Management Teams ◽  
Community Level ◽  
Top Management ◽  
Strategic Decisions ◽  
Upper Echelon ◽  
Top Executives ◽  
Upper Echelon Theory ◽  
Better Than

In this paper, we argue that community plays an important role in shaping the values and characteristics of top management teams. It builds on upper echelon theory to posit that community level characteristics are instrumental in framing the cognitions of CEOs and top executives. Strategic decisions made by managers in organizations represent the significant impact community has on top management teams. Examining the influence community has on top management teams provides additional implications about why certain firms perform better than others.

Top Management Teams’ Academic Experience and Firms’ Corporate Social Responsibility Voluntary Disclosure

2020 ◽  
Vol 16 (2) ◽  
pp. 293-333
Author(s):  
Zhiming Ma ◽  
Hong Zhang ◽  
Weiguo Zhong ◽  
Kaitang Zhou
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Voluntary Disclosure ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Academic Background ◽  
Top Executives ◽  
Csr Disclosure ◽  
Corporate Social

ABSTRACTCorporate social responsibility (CSR) disclosure is becoming increasingly important for modern corporations. Focusing on voluntary CSR disclosure and drawing on upper echelons theory, we propose that voluntary CSR disclosure is the manifestation of managerial preferences (e.g., managers’ professional ethical values and standards). Specifically, we argue that top executives with an academic background tend to have higher professional and ethical standards than their non-academic counterparts. These standards lead them to act with self-restraint and to perceive CSR disclosure as an opportunity rather than a threat. Compared with non-academic executives, therefore, top executives with an academic background provide stakeholders with more CSR information. Based on a sample of publicly listed firms in China, we find a significant difference in voluntary CSR disclosure between firms led by academic executives and firms without academic top executives. This difference is smaller for firms that are state-owned, firms that are audited by large audit firms, and firms with greater analyst coverage. We contribute to the literature on CSR voluntary disclosure by providing an in-depth analysis of the effects of top management teams’ academic backgrounds.

Defence mechanisms as predictors of trust and positive relationships in top management teams

2021 ◽  
pp. 1-15
Author(s):  
Aldona Glińska-Neweś ◽  
Adela Barabasz ◽  
Iwona Escher ◽  
Yusheng Fu
Keyword(s):  
Top Management Teams ◽  
Individual Characteristics ◽  
Management Teams ◽  
Top Management ◽  
Individual Response ◽  
Positive Relationships ◽  
Defence Mechanisms ◽  
Team Members ◽  
Upper Echelon Theory ◽  
Top Managers

BACKGROUND: Top managers are heavily exposed to strong negative emotions due to the difficult decisive situations that they experience and the persistent pressure of time and uncertainty. At the same time, the relationships they build within TMTs shape their decisions, experiences and reactions at work. The paper refers to defence mechanisms as relatively persistent means of individual response to unwanted emotions and affects. OBJECTIVE: The aim of the paper is to examine the defence mechanisms of TMT members as antecedents of perceived trustworthiness of other team members and positive relationships in the team. METHODS: The empirical study was conducted in a sample of 123 members of top management teams representing furniture industry companies in Poland. RESULTS: The results show that defence mechanisms determine TMT members’ perception of trustworthiness of other team-members and that perceived trustworthiness mediates the relation between the defence mechanisms of TMT members and their evaluation of relationships within a team. CONCLUSIONS: The study explains links between individual characteristics of TMT members and processes within the teams. It contributes to upper echelon theory and literature on trust and positive relationships at work. It also contributes to the line of research introducing unconscious processes and emotions to management studies.

Top management teams and performance in non-listed family firms

2013 ◽  
Vol 19 (4) ◽  
pp. 405-423 ◽  
Author(s):  
M Katiuska Cabrera-Suárez ◽  
Josefa D Martín-Santana
Keyword(s):  
Social Capital ◽  
Significant Influence ◽  
Family Firms ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Top Executives ◽  
Theoretical Approaches ◽  
The Family ◽  
And Performance

AbstractSupporting on recent theoretical approaches to the concept of familiness based on the notion of social capital, this study analyzes the composition of top management teams in non-listed family firms and its effect on the performance of these firms. An empirical analysis comprising 929 Spanish private family firms highlights the positive and significant influence of the inclusion of non-family managers, the family nature of top executives, as well as the presence of the founder. The study includes no significant results regarding homogeneity within family managers, or the interaction between a top family executive and the proportion of non-family managers.

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.

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