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.

Understanding top management team conflict, environmental uncertainty and firm innovativeness

2017 ◽  
Vol 28 (1) ◽  
pp. 122-143 ◽  
Author(s):  
Bhaskar Prasad ◽  
Paulina Junni
Keyword(s):  
Top Management Team ◽  
Environmental Uncertainty ◽  
Cognitive Conflict ◽  
Management Team ◽  
Curvilinear Relationship ◽  
Top Management ◽  
Content Type ◽  
Firm Innovativeness ◽  
The Impact

Purpose The purpose of this study is to understand the impact of top management team (TMT) processes on firm innovativeness. Firm innovativeness is critical for organizational survival. Yet, the authors’ understanding about the key determinants of firm innovativeness is limited, particularly concerning the role of TMT dynamics. Drawing on upper echelon’s theory, the authors develop and test hypotheses concerning the influence of two TMT processes, namely affective conflict and cognitive conflict, on firm innovativeness. They also explore the boundary conditions of TMT dynamics by examining the moderating effect of environmental uncertainty on the relationship between TMT conflict (affective and cognitive conflict) and firm innovativeness. Design/methodology/approach The authors collected survey-based data from TMT members in 171 information technology organizations based in India. They used multiple regression analyses to test the study hypotheses. Findings The empirical findings indicate that TMT affective conflict is negatively associated with firm innovativeness, whereas TMT cognitive conflict has a negative curvilinear relationship with it. Both relationships are stronger in firms operating in environments characterized by a high degree of uncertainty. Originality/value This study highlights the role of TMT conflict in the pursuit of firm innovativeness. Significantly, the study shows that both TMT affective conflict and cognitive conflict can affect firm innovativeness. However, their effectiveness is contingent on environmental uncertainty. This contributes to the firm innovation literature by clarifying how specific types of TMT conflict influence firm innovativeness in different environmental conditions.

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

scholarly journals MCCG 2012 versus MCCG 2017: Board Gender Diversity and Women CEO Issues within the Male-dominated Oil and Gas Industry

2019 ◽  
Vol 10 (2) ◽  
pp. 122
Author(s):  
Dayana Mastura Baharudin ◽  
Maran Marimuthu
Keyword(s):  
Oil And Gas ◽  
Top Management Team ◽  
Gender Diversity ◽  
Oil And Gas Industry ◽  
Management Team ◽  
Annual Reports ◽  
Top Management ◽  
Gas Industry ◽  
Board Gender Diversity ◽  
The Impact

Purpose – This study investigates the impact of the two main determinants of strengthening the Board and Top Management Team through gender diversity contrasting between the pre and post MCCG 2017 era.Design/methodology/approach – The study will employ the judgmental sampling method followed by descriptive statistics, regression analysis and quantitative content analysis derived from MCCG 2012 and MCCG 2017 as issued by the Malaysian Securities Commission together with prior research to analyse the annual reports in order to explore the reporting of gender diversity across the Board and Top Management Team.Originality/value – This study is a systematic review of prior recent research developments in the Malaysian Securities Commission’s MCCG 2012 and MCCG 2017. The Board of Directors and Top Management Team scoring index could also be applied to other PLCs within the ASEAN oil and gas industry.

Sign in / Sign up

Export Citation Format

Share Document