Top management team demographic‐faultline strength and strategic change: What role does environmental dynamism play?

2019 ◽  
Vol 40 (6) ◽  
pp. 987-1009 ◽  
Author(s):  
Orlando Curtae' Richard ◽  
Jie Wu ◽  
Livia Anna Markoczy ◽  
Yunhyung Chung
Keyword(s):  
Strategic Change ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Environmental Dynamism

Untangling the relationship between strategic consistency and organizational performance: An empirical analysis of moderator variables

2016 ◽  
Vol 23 (4) ◽  
pp. 483-503 ◽  
Author(s):  
Chin-Shien Lin ◽  
Van Thac Dang
Keyword(s):  
Organizational Performance ◽  
Theoretical Foundation ◽  
Strategic Change ◽  
Top Management Team ◽  
Management Team ◽  
Organizational Slack ◽  
Top Management ◽  
Environmental Dynamism ◽  
Upper Echelons Theory ◽  
The Relationship

AbstractResearchers have advocated various perspectives on the relationship between strategic consistency and organizational performance. This inconclusive debate has created an inadequate theoretical foundation in strategic consistency literature. Therefore, the present study uses strategic planning, strategic change, upper echelons theory, and other literature as the theoretical foundation to empirically examine the moderating roles of organizational slack, environmental dynamism, and top management team attributes in the relationship between strategic consistency and organizational performance. Using 439 electronics companies in the Taiwanese stock market as sample data, the empirical results show that organizational slack, environmental dynamism, top management team tenure, and top management team tenure heterogeneity moderate the relationship between strategic consistency and organizational performance.

Top Management Team Demography and Corporate Strategic Change

1992 ◽  
Vol 35 (1) ◽  
pp. 91-121 ◽  
Author(s):  
Margarethe F. Wiersema ◽  
Karen A. Bantel
Keyword(s):  
Strategic Change ◽  
Top Management Team ◽  
Management Team ◽  
Top Management

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

Strategic change: the impact of senior foreign managers, firm size and uncertainty avoidance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Kiattichai Kalasin
Keyword(s):  
Firm Size ◽  
Strategic Change ◽  
Emerging Market ◽  
Top Management Team ◽  
Uncertainty Avoidance ◽  
Management Team ◽  
Top Management ◽  
Content Type ◽  
Focal Firm ◽  
The Impact

Purpose This study aims to examine how senior foreign executives in a top management team catalyse strategic change in firms that originated from emerging markets (EMs). It further examines the moderating effects of organisational size and uncertainty avoidance (UA) on the positive relationship between senior foreign manager and strategic change in an organisation. Design/methodology/approach The panel data econometrics and multilevel analyses were adopted to run the model. The author tests hypotheses on 263 emerging market firms (EMFs), originating from nine EMs. Findings Empirical results reveal that senior foreign managers are active agents who can promote and implement strategic change in an organisation. They possess a different set of values, knowledge and experiences that can trigger strategic change. In addition, firm size and UA weaken the relationship between senior foreign manager ratio and strategic change of a firm.. Practical implications This study indicates that recruiting committees of EMFs should consider hiring senior foreign managers to foster a higher degree of strategic change. Nevertheless, firm size and UA may impose implementation difficulties for senior, foreign managers. As a result, the focal firm should be flexible and open to change. Originality/value This study aims to contribute to strategic change and top management team internationalisation literature by promoting the role of senior foreign managers and national culture on strategic change.

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.

EXPRESS: How and when does top management team regulatory focus influence firm environmental misconduct?

2021 ◽  
pp. 001872672199753
Author(s):  
Zhe Zhang ◽  
Mijia Gong ◽  
Ming Jia
Keyword(s):  
Regulatory Focus ◽  
Top Management Team ◽  
Negative Relationship ◽  
Regulatory Fit ◽  
Management Team ◽  
Top Management ◽  
Environmental Dynamism ◽  
Prevention Focus ◽  
Promotion Focus ◽  
Listed Firms

Does top management team (TMT) regulatory focus impact firm environmental misconduct (FEM)? If so, how and when? Integrating upper echelon theory with regulatory focus theory, we examine how regulatory focus, as one of the most direct and important psychological characteristics of TMT, impacts FEM. Additionally, we explore how this relationship is moderated by external and internal environmental dynamism from the perspective of regulatory fit. Based on a sample of Chinese listed firms from 2011 to 2017, we conduct computer-aided content analysis to quantify TMT regulatory focus. Results show that TMTs high in promotion focus are more likely to engage in FEM, whereas TMTs high in prevention focus are less likely to misconduct. Moreover, external environmental dynamism strengthens (weakens) the positive (negative) relationship between promotion (prevention) focus and FEM. Internal environmental dynamism strengthens the positive relationship between TMT promotion focus and FEM. By examining this motivation-based psychological characteristic of TMT, the findings suggest the need to consider TMT regulatory focus when analyzing the antecedents of FEM.

Top management team turnover, CEO succession type, and strategic change

2011 ◽  
Vol 64 (8) ◽  
pp. 904-910 ◽  
Author(s):  
John M. Barron ◽  
Dmitriy V. Chulkov ◽  
Glen R. Waddell
Keyword(s):  
Strategic Change ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Ceo Succession
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