Personality traits of entrepreneurial top management team members and new venture performance

2019 ◽  
Vol 47 (7) ◽  
pp. 1-15 ◽  
Author(s):  
Shengli Dai ◽  
Yingchun Li ◽  
Wei Zhang
Keyword(s):  
Personality Traits ◽  
Organizational Performance ◽  
New Ventures ◽  
Top Management Team ◽  
Openness To Experience ◽  
Management Team ◽  
Mediating Effect ◽  
New Venture ◽  
Top Management ◽  
The Relationship

Management practitioners and leadership experts regard personality traits as important attributes of individual, team, and organizational performance. However, few scholars have studied the inner workings of the performance of a new venture as regards the personality traits of the entrepreneurial top management team (TMT). We investigated 156 entrepreneurial TMTs of new ventures in China's Optical Valley, and found that: (a) the entrepreneurial TMT's extraversion, agreeableness, conscientiousness, and openness to experience all have a positive impact on a new venture's performance, but neuroticism did not; (b) Knowledge integration had a partial mediating effect on the relationship between the TMT's extraversion, agreeableness, conscientiousness, and openness to experience and the performance of the venture; (c) A transformational leadership style of entrepreneurial TMT leaders was found to significantly moderate the relationship between the TMT's extraversion, conscientiousness, and openness to experience and the new venture's performance. The findings not only contribute to theories of entrepreneurial TMT, team personality composition, and knowledge management, but also have practical significance for improving the performance of new ventures.

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.

Mediating effect of team trust on the influence of top management team (TMT) processes against HRM decision quality and satisfaction performance

2019 ◽  
Vol 49 (4) ◽  
pp. 1053-1068 ◽  
Author(s):  
Meng Chenli ◽  
Ge Yuhui ◽  
Liu Xihuai ◽  
Eugene Abrokwah
Keyword(s):  
Top Management Team ◽  
Management Team ◽  
Mediating Effect ◽  
Decision Quality ◽  
Top Management ◽  
Content Type ◽  
Decision Performance ◽  
The Relationship ◽  
Team Trust

Purpose The purpose of this paper is to test the mediating role of top management team (TMT) team trust in examining the relationship between team processes (internal and external) and human resource management (HRM) decision performance (quality and satisfaction) in the context of the People’s Republic of China. Design/methodology/approach The sample data of this study include 524 team members from 76 TMTs in east China’s Shanghai, Jiangsu, Zhejiang, Anhui provinces. IBM SPSS AMOS 22.0 software was employed for the data analysis. Findings The study finds that TMT internal and external processes have significant positive effects on HRM decision quality and satisfaction. The study further finds that TMT team trust partially mediates the relationship between TMT processes (internal and external processes) and HRM decision quality and satisfaction. Practical implications This research provides useful insights into the role of TMT team trust in enhancing managerial decision performance. Originality/value This study is among the limited studies that explore the influence of team trust in the relationship between TMT processes (internal and external processes) and HRM decision quality and satisfaction among TMTs in China. This study has extended TMT knowledge in mainstream management with guidelines on how to enhance organizational decision 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.

Global perspectives on top management team pay structures

2017 ◽  
Vol 5 (2) ◽  
pp. 183-195
Author(s):  
Mark Brown ◽  
Barbara Minsky ◽  
Richard Voss ◽  
Eren Ozgen
Keyword(s):  
Organizational Performance ◽  
Top Management Team ◽  
Management Team ◽  
Cultural Dimensions ◽  
Top Management ◽  
Company Performance ◽  
Content Type ◽  
Gini Coefficients ◽  
Global Perspectives ◽  
The Relationship

Purpose The purpose of this paper is to investigate the relation between countries’ values of individualism/collectivism and organizations’ top management team (TMT) pay structures. Individualistic countries are expected to prefer more hierarchical TMT pay structures and collectivist countries are expected to prefer more egalitarian TMT pay structures. The manuscript also investigates the international implications of the relation between TMT pay structures and organizational performance. Specifically, it is proposed that a country’s level of individualism/collectivism will mediate the relation between TMT pay structure hierarchy and organizational performance. Design/methodology/approach A pooled sample of data from 56 organizations in 12 countries was used to investigate the research questions. Individualism/collectivism was measured using country specific individualism/collectivism scores and top management pay structures were operationalized using Gini coefficients. Organizational performance was evaluated using return on assets. Findings Support was found both for a preference for more hierarchical TMT pay structures in individualistic countries, and that a country’s level of individualism/collectivism mediates the relationship between an organization’s top management’s pay structure and company performance. Originality/value Findings demonstrate that organizations use pay structures consistent with their environments. Results suggest cultural dimensions can contribute to understanding cross-national TMT pay structures and that national culture plays a significant role in the relationship between TMT pay structure and company performance.

scholarly journals Top Management Team Characteristics, Competitive Environment and Strategy Implementation

2020 ◽  
Vol 15 (7) ◽  
pp. 147
Author(s):  
Wasike Shadrack Mayende ◽  
Owino Odhiambo Joseph
Keyword(s):  
Top Management Team ◽  
Business Environment ◽  
Strategy Implementation ◽  
Management Team ◽  
Competitive Environment ◽  
Top Management ◽  
Product Term ◽  
Team Characteristics ◽  
The Relationship ◽  
Marketing Agency

Competing favorably in the market requires finding a perfect fit between a firm’s resources and the business environment. Strategy is the stewardship by top management that aligns organizational resources and capabilities to the environment with the ultimate goal of achieving superior and sustainable performance. The current study was designed to determine the influence of competitive environment on the relationship between top management team characteristics and strategy implementation. The study adopted the descriptive cross-sectional survey design. Data was obtained by administering structured questionnaire mailed to top managers in tea factory companies in Kenya. The moderation test was carried out using the product term of the standardized scores for top management team characteristics and competitive environment respectively. Data was processed through regression analysis. While we demonstrate that top management team characteristics had significant influence on strategy implementation, the results of moderation tests were not statistically significant. Consequently, our hypothesized moderating influence of competitive environment on the relationship between top management team characteristics and strategy implementation was not supported. Our findings raise theoretical questions on whether competitive environment is more relevant during strategy formulation process or execution stage. We conclude that companies implementing strategy in stable competitive environment have predictable implementation of planned strategy. We further conclude that external insulation from competition by umbrella marketing agency reduces the influence of factors within the competitive environment on the relationship between top management team characteristics and strategy implementation. However, the temporary insulation of the firm from competition exposes it to competitive disadvantage in the event that the marketing agency is destabilized by forces both from within and external to it.

Incubator networks and new venture performance: the roles of entrepreneurial orientation and environmental dynamism

2020 ◽  
Vol 27 (5) ◽  
pp. 727-747
Author(s):  
Wenqing Wu ◽  
Hongxin Wang ◽  
Fu-Sheng Tsai
Keyword(s):  
Entrepreneurial Orientation ◽  
New Ventures ◽  
Mediating Effect ◽  
New Venture ◽  
Environmental Dynamism ◽  
Content Type ◽  
Venture Performance ◽  
The Relationship ◽  
Moderating Role ◽  
New Venture Performance

PurposeThis study analyses the relationship between the networks of business incubators (BIs) and new venture performance. It proposes an integrated model for identifying the influence of BIs' internal and external networks on new venture performance through the entrepreneurial orientation (EO) and environmental dynamism.Design/methodology/approachThe study uses multiple regression analysis on a sample of 205 new ventures in Chinese BIs.FindingsBoth the internal and external networks of BIs positively affect new venture performance and EO has a mediating effect in this relationship. Environmental dynamism plays a positive moderating role in the relationship between BIs' internal and external networks and EO.Practical implicationsBased on the results of this study, incubator managers should focus on creating internal and external networks and leveraging network embeddedness to influence new venture performance. Further, new ventures should focus on strengthening their EO and fully consider the impact of environmental dynamism on EO implementation.Originality/valueTo address the research gaps in understanding how BI networks can support new venture growth, this study integrates BIs' internal and external networks and explores their impacts on new venture performance using co-production theory and the resource-based view. It thus opens the black box on how BI's networks affect performance from the EO perspective. Moreover, this study fully clarifies chain relationships by identifying and analysing the moderating role of environmental dynamism.

Do Interaction and Education Moderate Top Management Team Age Heterogeneity and Corporate Social Responsibility?

2018 ◽  
Vol 46 (12) ◽  
pp. 2063-2079 ◽  
Author(s):  
Yawei Liu ◽  
M. Awais Gulzar ◽  
Zhaoguo Zhang ◽  
Qingxiang Yang
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Listed Firms ◽  
Upper Echelons Theory ◽  
Csr Strategy ◽  
Corporate Social ◽  
The Relationship

Using Chinese listed firms' data from 2008 to 2012, we explored, on the basis of upper echelons theory, whether and how top management team (TMT) age heterogeneity affects corporate social responsibility (CSR) and if TMT interaction and TMT education moderate this relationship. Results revealed an inverted U-shaped relationship between TMT age heterogeneity and CSR, in which TMT interaction played a moderating role; however, TMT education did not moderate the relationship. These results are helpful and significant for the understanding of CSR strategy, and for the improvement of human resource management.

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