Top Management Team Conflict: Understanding the Complexities and Adopting a New Approach

2006 ◽  
Author(s):  
Melissa Dobosh
Keyword(s):  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
New Approach ◽  
Team Conflict

The Influence of Top Management Team Conflict on Firm Innovativeness

2014 ◽  
Vol 24 (6) ◽  
pp. 957-980 ◽  
Author(s):  
Carmen Camelo-Ordaz ◽  
Joaquín García-Cruz ◽  
Elena Sousa-Ginel
Keyword(s):  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Team Conflict ◽  
Firm Innovativeness

THE IMPACT OF TOP MANAGEMENT TEAM CONFLICT ON NEW PRODUCT DEVELOPMENT: A CROSS-CULTURAL PERSPECTIVE

2010 ◽  
Vol 07 (02) ◽  
pp. 193-208 ◽  
Author(s):  
TSUN-JUI HSIEH ◽  
HSIEN-JUI CHUNG ◽  
HSUAN LO
Keyword(s):  
United States ◽  
Product Development ◽  
Cultural Differences ◽  
New Product Development ◽  
Top Management Team ◽  
New Product ◽  
The United States ◽  
Management Team ◽  
Top Management ◽  
Team Conflict

This study demonstrates how top management team (TMT) conflict impacts new product development (NPD) under cultural differences between Taiwan and the United States. Based on cultural differences, we compare Taiwan and the United States to explore how the heterogeneity of TMT composition leads to team conflict and how TMT conflict affects NPD outcomes in different stages. Several research propositions are presented and indicate that the higher TMT heterogeneity results in a higher degree of team conflict. Furthermore, cognitive conflict positively affects NPD initiation stage, but negative in the implementation stage. From a perspective of cultural differences, managers in Taiwan, compared with those in the United States, tend to sustain organizational cohesion and harmony, emphasize personal relationships, and sidestep direct conflict as much as possible. This cultural characteristic negatively affects NPD initiation, and also wears away the competitive advantages for Taiwanese companies.

Multilevel models of transformational leadership, behavioral integration of top management team and manager ambidexterity in SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yuzhen Duan ◽  
Xiaobao Peng ◽  
Qiong Gui ◽  
Haibin Zhou ◽  
Xuehe Zhang ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Hierarchical Linear Modeling ◽  
Information Exchange ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Joint Decision ◽  
Content Type ◽  
Behavioral Integration ◽  
Team Conflict

Purpose This paper aims to investigate the effect of transformational leadership (TL), behavioral integration of top management team (TMT) and team conflict on manager ambidexterity behavior. Design/methodology/approach Hierarchical linear modeling has been applied to test the degree of influence of TL and behavioral integration of TMT on manager ambidexterity using data collected from 60 chief executive officers (CEOs) and 322 TMT members of small- and medium-sized enterprises in the Chinese electronic commerce industry. Findings The results suggest the following: transformational leadership is positively associated with the behavioral integration of TMT and a high level of TMT behavioral integration strengthens the positive relationship between transformational leadership and manager ambidexterity. Also, team conflict moderates the mediating role of TMT behavioral integration in the relationship of transformational leadership to manager ambidexterity. Research limitations/implications First, this study does not directly test whether transformational leadership encourages a focus on manager ambidexterity, although the results on behavioral integration draw attention to the usefulness of such leadership. Second, in focusing on manager ambidexterity, this paper omits key variables, especially skills and abilities. Practical implications Given that several aspects of leadership can be learned and adjusted, the findings suggest that organizations can improve their individual ambidexterity by helping the CEOs develop and display transformational leadership through training and mentoring. TMTs were found to rely mostly on the behavioral integration approach (collaborative behavior, quality of information exchange and joint decision-making) and team conflict management. Such reliance, in turn, predicts effective team behavioral coordination and subsequent manager ambidexterity. Originality/value First, this study goes beyond the current research that focuses primarily on ambidexterity at the inter-organizational alliance, firm and business unit levels. This earlier research lacks a conceptually and empirically validated understanding of ambidexterity at the level of the manager. In contrast, by investigating and examining the antecedents of manager ambidexterity behavior, the study develops an individual perspective to elucidate the ambidextrous mechanisms. Second, the study also contributes by explaining how transformational leadership relates to manager ambidexterity. To date, only limited research has disentangled how transformational leaders enhance managers’ teamwork (e.g. behavioral integration) and how such leaders affect the ambidextrous orientation of managers.

Does team conflict affect top management team creativity? Team climate as a moderator

2019 ◽  
Vol 47 (12) ◽  
pp. 1-11 ◽  
Author(s):  
Pengfei Rong ◽  
Lan Zhang ◽  
Jiaqi Xie
Keyword(s):  
Negative Impact ◽  
Positive Impact ◽  
Top Management Team ◽  
Cognitive Conflict ◽  
Management Team ◽  
Team Climate ◽  
Top Management ◽  
Emotional Conflict ◽  
Team Conflict ◽  
The Impact

We examined whether team conflict affects top management team (TMT) creativity, and if team climate moderates this relationship. Multiple regression analysis results obtained with 684 executives in 71 TMTs showed that cognitive conflict had a significant positive impact and emotional conflict had a significant negative impact on TMT creativity. In addition, team climate positively regulated the impact of cognitive conflict on TMT creativity and negatively regulated the impact of emotional conflict on TMT creativity. Theoretical and practical implications, including ways for enterprises to strengthen team building and enhance TMT creativity, are discussed.

Sign in / Sign up

Export Citation Format

Share Document