Why are There so Few Women Top Managers? A Large-Sample Empirical Study of the Antecedents of Female Participation in Top Management

2013 ◽  
Author(s):  
Cristian L. Dezso ◽  
David Gaddis Ross ◽  
Jose N. Uribe
Keyword(s):  
Empirical Study ◽  
Top Management ◽  
Female Participation ◽  
Large Sample ◽  
Top Managers

Top Management Influence on Innovations: Effects of Executive Characteristics and Social Culture

1993 ◽  
Vol 19 (3) ◽  
pp. 549-574 ◽  
Author(s):  
Richard C. Hoffman ◽  
W. Harvey Hegarty
Keyword(s):  
Product Market ◽  
Top Management ◽  
Social Culture ◽  
Top Managers ◽  
Influence Process

Innovation is a growing source of strategic advantage across a variety of industrialized cultures. Top managers often seek to influence or champion strategic innovations. This study examined the extent to which executive characteristics explains top management influence on product/market (PM) and administrative (A DM) innovations in four Western cultures. The results support the proposition that different executive characteristics explain influence on each type of innovation. The influence process differed across cultures for A DM but not for PM innovations. The implications of this study for practice and research are discussed.

Co-Production as Seen From a Top Management Perspective

2021 ◽  
pp. 118-129
Author(s):  
Mette Vinther Larsen ◽  
Charlotte Øland Madsen
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Research Field ◽  
Top Management ◽  
Public Governance ◽  
Top Managers ◽  
New Public ◽  
Management Perspective ◽  
Public Organisations

This chapter addresses the ‘co-production turn' in public sector organisations from a top management perspective. The co-production turn is seen as a historical development from new public management to the concept of new public governance. Ideas on collaborative governance have been advanced as an answer to some of the challenges of the public sector in health services, caregiving, and social work. Current issues in welfare production in public sector organisations are seen as a result of the economic rationalisation ideas in new public management, and co-production has been theoretically advanced as a new way to involve citizens in the co-production of welfare. The co-production turn is explored as an emerging research field in this book, and in the current chapter, the authors explore how three top managers make sense of this concept when developing and implementing new strategies in their public organisations.

Founder Versus Family Owners’ Impact on Pay Dispersion Among Non-CEO Top Managers: Implications for Firm Performance

2014 ◽  
Vol 43 (5) ◽  
pp. 1524-1552 ◽  
Author(s):  
Peter Jaskiewicz ◽  
Joern H. Block ◽  
Danny Miller ◽  
James G. Combs
Keyword(s):  
Firm Performance ◽  
Top Management Team ◽  
Management Team ◽  
Test Theory ◽  
Top Management ◽  
Panel Analysis ◽  
Top Managers ◽  
Pay Dispersion

Emerging evidence suggests that pay dispersion among non-CEO top management team (TMT) members harms firm performance, which raises questions about why firms’ owners tolerate or even support it. Prior research shows that the key distinction between founder and family owners is that in addition to firm performance and growth goals, family owners pursue socioemotional goals. On the basis of this distinction, we develop and test theory linking founders’ and families’ ownership to TMT pay dispersion. Consistent with our theory, a Bayesian panel analysis of Standard & Poor’s 500 firms shows that founder owners use less TMT pay dispersion and that family owners, relative to founder owners, use more, although that declines across generations. We also provide evidence that TMT pay dispersion harms firm performance. Our theory and results are significant because they help to explain why some owners favor compensation practices that cause TMT pay dispersion, despite evidence that this harms firm performance.

scholarly journals The politics of sensemaking and sensegiving at work

2014 ◽  
Vol 26 (1) ◽  
pp. 3-21 ◽  
Author(s):  
Cathrine Filstad
Keyword(s):  
Leadership Style ◽  
Middle Managers ◽  
Middle Management ◽  
Top Management ◽  
Content Type ◽  
Political Activities ◽  
Political Processes ◽  
Top Managers ◽  
New Knowledge ◽  
Depth Interviews

Purpose – The aim of this paper is to investigate how political activities and processes influence sensemaking and sensegiving among top management, middle management and employees and to examine its consequences for implementing new knowledge. Design/methodology/approach – Data were collected in a Norwegian bank using in-depth interviews with middle managers and financial advisers. Observations of meetings, informal conversations and verbatim notes were also used in data collection among top managers. A practice-based approach was used as an analytical lens. Findings – Top managers' political activities of excluding others from the decision process affect their sensemaking and resulted in sensegiving contradictions between spoken intent and how to change practice. Middle managers' political activities were to accept top managers' sensegiving instead of managing themselves in their own sensemaking to help financial advisers with how to change their role and practice. As a result, middle managers' sensemaking affects their engagement in sensegiving. For financial advisers, the political processes of top and middle managers resulted in resistance and not making sense of how to change and implement new knowledge. Research limitations/implications – A total of 30 in-depth interviews, observations of five meetings and informal conversations might call for further studies. In addition, a Norwegian study does not account for other countries' cultural differences concerning leadership style, openness in decisions and employee autonomy. Originality/value – To the author's knowledge, no studies identify the three-way conceptual relationship between political activities, sensemaking and sensegiving. In addition, the author believes that the originality lies in investigating these relationships using a three-level hierarchy of top management, middle management and employees.

scholarly journals “That is Not What I Live For”: How Lower-Level Green Employees Cope with Identity Tensions at Work

2020 ◽  
Vol 12 (14) ◽  
pp. 5778
Author(s):  
Susanne Blazejewski ◽  
Franziska Dittmer ◽  
Anke Buhl ◽  
Andrea Simone Barth ◽  
Carsten Herbes
Keyword(s):  
Empirical Study ◽  
Identity Work ◽  
Job Crafting ◽  
Top Management ◽  
Work Strategies ◽  
Job Context

Research on green identity work has so far concentrated on sustainability managers and/or top-management actors. How lower-level green employees cope with identity tensions at work is, as yet, under-researched. The paper uses an identity work perspective and a qualitative empirical study to identify four strategies that lower-level employees use in negotiating and enacting their green identities at work. Contrary to expectations, lower-level green employees engage substantially in job crafting as a form of identity work despite their limited discretion. In addition, the study demonstrates that lower-level green employees make use of identity work strategies that uphold rather than diminish perceived misalignment between their green identities and their job context.

Human capital in top management teams seen through the lens of senior human resources managers

2018 ◽  
Vol 30 (5) ◽  
pp. 571-590 ◽  
Author(s):  
Natalia Garcia-Carbonell ◽  
Fernando Martin-Alcazar ◽  
Gonzalo Sanchez-Gardey
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Top Management Teams ◽  
Top Management ◽  
Content Type ◽  
Strategic Issues ◽  
Top Managers ◽  
Highly Skilled ◽  
Human Resources Managers ◽  
Strategic Issue

Purpose Despite the strong influence of Hambrick and Mason’s (1984) seminal work, the effects of top management team (TMT) characteristics on strategic processes remain unclear. This study aims to go beyond the traditional upper echelon theory and to propose a human capital taxonomy of TMTs from the perspective of top human resources managers. Design/methodology/approach The research integrates arguments from the strategic human capital and strategic issue diagnosis literatures. An exploratory cluster analysis was conducted in an attempt to describe different human capital typologies in TMTs in a sample of 120 Spanish companies. Findings The exploratory analysis showed three distinct human capital profiles: “technocratic teams”, “highly skilled teams” and “operational teams”. In addition, this paper provides preliminary results about the effects of each profile in the above taxonomy on strategic issue diagnostic processes, suggesting that “highly skilled teams” present the most appropriate combination of human capital attributes. Practical/implications This analysis provides a guide for top managers regarding the human capital needs they may face when interpreting strategic issues in strategy formation processes. Originality/value This paper makes a twofold contribution to the extant literature: proposing an analysis of TMTs’ human capital from a synergistic perspective (“human capital profiles”) instead of using the traditional “more is better” approach and providing preliminary explanations about how those human capital combinations contribute to success in the strategic issue diagnosis process.

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