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.

Top management team time horizon blending and organizational ambidexterity

2019 ◽  
pp. 147612701988366 ◽  
Author(s):  
Jianhong Chen ◽  
Danny Miller ◽  
Ming-Jer Chen
Keyword(s):  
Chief Executive Officer ◽  
Time Horizon ◽  
Top Management Team ◽  
Chief Executive ◽  
Management Team ◽  
Top Management ◽  
Organizational Ambidexterity ◽  
Joint Effects ◽  
Upper Echelons Theory ◽  
Time Horizons

We focus on the strategic implications of executive time horizons on a top management team. We argue that time horizon mean and diversity individually and interactively influence organizational ambidexterity, that is, a firm’s joint exploitation of current competencies and exploration of new opportunities. Drawing on the chief executive officer and top management team interface literature, we propose that effective CEO temporal leadership will enhance the joint effects of top management team time horizon mean and diversity on organizational ambidexterity. We tested our hypotheses by conducting multiple runs of surveys on a sample of 146 Chinese small- and medium-sized firms. Our study contributes to upper echelons theory and temporal research on strategy, being the first to examine the strategic consequences of top management team time horizon composition.

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.

Everyone must help: performance implications of CEO and top management team human capital and corporate political activity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Christopher M. Harris ◽  
Lee Warren Brown
Keyword(s):  
Human Capital ◽  
National Collegiate Athletic Association ◽  
Top Management Team ◽  
Chief Executive ◽  
Management Team ◽  
Political Activity ◽  
Top Management ◽  
Corporate Political Activity ◽  
Content Type ◽  
Outcome Differences

PurposeWhile research has shown that multiple actors, both internal and external to the organization, influence performance, oftentimes, these actors are studied in isolation. This paper aims to examine the performance implications of both top management team (TMT) and chief executive officer (CEO) human capital. In addition, the authors consider external actors' influence on performance by examining corporate political activity (CPA).Design/methodology/approachThe authors use a sample of National Collegiate Athletic Association (NCAA) football teams, examining human capital data on the head coaches and the assistant coaches, combined with the schools' participation in NCAA football committees.FindingsThe study findings indicate that organizations engage in various market and nonmarket strategies in concert, and that different strategies result in performance outcome differences. Specifically, we examine how the use of CEO and TMT human capital and CPA interact and influence performance.Practical implicationsThe authors examine the moderating effects of political activity on the human capital–performance relationship for both top leaders and TMTs. Organizations benefit from investing in the human capital of their leaders internally and CPA externally.Originality/valueWhile organizations engage in market and nonmarket actions in concert, management research has generally studied these concepts in isolation. This paper suggests that both market and nonmarket activities can influence performance.

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.

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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