The Impact of Top Management Teams on Organizational Ambidexterity

2012 ◽  
Vol 2012 (1) ◽  
pp. 14387
Author(s):  
Ciaran Heavey ◽  
Zeki Simsek
Keyword(s):  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Organizational Ambidexterity ◽  
The Impact

The impact of the top management teams’ knowledge and experience on strategic decisions and performance

2016 ◽  
Vol 23 (4) ◽  
pp. 504-523 ◽  
Author(s):  
Peng-Yu Li
Keyword(s):  
Positive Association ◽  
International Experience ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Strategic Decisions ◽  
Foreign Countries ◽  
And Performance ◽  
The Impact ◽  
The Relationship

AbstractThis paper explores whether top management teams’ (TMTs) knowledge and experience are significant predictors of a firm’s strategic decisions and organization outcomes. The existing research throws little light on how firms with limited resources embedded in TMTs, particularly in emerging markets, innovate and achieve success in foreign countries. We focus on the impact of TMTs’ functional background heterogeneity and international experience on innovation and internationalization, as well as examine the relationship between innovation, internationalization and performance. The proposed relationships are empirically investigated in a sample of Taiwanese-listed companies operating in the electronics industry. The results demonstrate a positive association between a TMT’s functional background heterogeneity and a firm’s innovation. Moreover, a TMT’s international experience relates positively to a firm’s innovation and internationalization, therefore firms with a higher level of innovation achieve a higher level of internationalization.

scholarly journals Acquisition target selection and technological relatedness: The moderating role of Top Management Team demographic faultlines

2020 ◽  
pp. 147612702091932
Author(s):  
Korcan Kavuşan ◽  
Nüfer Yasin Ateş ◽  
Anna Nadolska
Keyword(s):  
Target Selection ◽  
Top Management Team ◽  
Selection Criterion ◽  
Top Management Teams ◽  
Management Team ◽  
Management Teams ◽  
Top Management ◽  
The Impact ◽  
Technology Industries

We investigate why some acquirers value targets’ technological relatedness (i.e. similarity and complementarity) more than others. We propose that the importance of technological relatedness as a target selection criterion is influenced by the extent to which an acquirer Top Management Team is divided into subgroups based on managers’ demographic characteristics (i.e. faultlines). That is because an acquirer Top Management Team’s understanding of technological relatedness depends on the team’s information processing capabilities, driven primarily by Top Management Team faultlines. Our analysis of 94 realized acquisitions among 2082 potential acquisition matches in high-technology industries shows that while both technological similarity and complementarity increase the likelihood of an acquisition match, only the impact of technological complementarity is affected by Top Management Team faultlines. Specifically, we find that Top Management Teams with moderately strong divisions between subgroups pay more attention to technological complementarities between their firm and potential acquisition targets than Top Management Teams with very strong or weak divisions.

Carrot or stick? The impact of paternalistic leadership on the behavioral integration of top management teams in megaprojects

2020 ◽  
Vol 13 (5) ◽  
pp. 937-960 ◽  
Author(s):  
Jingyuan Wan ◽  
Yun Le ◽  
Ge Wang ◽  
Nini Xia ◽  
Xiaoxue Liu
Keyword(s):  
Leadership Styles ◽  
Top Management Teams ◽  
Management Teams ◽  
Moral Leadership ◽  
Top Management ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Behavioral Integration ◽  
Benevolent Leadership ◽  
The Impact

PurposeFollowing the call to explore what leadership theory could be applicable in temporary organizations, the purpose of this study was to develop an integrative model linking the effects of paternalistic leadership styles (i.e. authoritarian, benevolent and moral) on the behavioral integration (BI) of top management teams (TMTs) in megaproject settings.Design/methodology/approachThe performance of the research model was tested based on empirical data collected from a sample of 43 megaproject TMTs.FindingsThe results show that the moral leadership style can significantly stimulate the BI of TMTs, whereas authoritarian leadership has a negative impact and benevolent leadership has no significant impact. Furthermore, trust in leader plays a partial mediating role between paternalistic leadership and BI, and the power distance value of TMT positively moderates the links between authoritarian and moral leadership styles and BI.Research limitations/implicationsThe TMT sample was drawn from China's megaprojects, most of which have global influence (e.g. Hong Kong–Zhuhai–Macao Bridge and Shanghai Expo), but the sampling approach limits the generalizability of the research findings to other contexts.Originality/valueThis study introduces the concept of BI into the realm of megaproject management and provides a novel perspective (i.e. paternalistic leadership) for exploring its antecedents. The findings, therefore, contribute to the literature by broadening the megaproject management research with a microfoundation perspective and by extending the extant paternalistic leadership in the context of temporary organizational settings.

Distributed Cognition in Top Management Teams and Organizational Ambidexterity

2016 ◽  
Vol 43 (3) ◽  
pp. 919-945 ◽  
Author(s):  
Ciaran Heavey ◽  
Zeki Simsek
Keyword(s):  
Distributed Cognition ◽  
Cognitive Structure ◽  
Memory Systems ◽  
Transactive Memory ◽  
Top Management Teams ◽  
Management Teams ◽  
Future Research ◽  
Top Management ◽  
Transactive Memory Systems ◽  
The Impact

How can a firm develop, distribute, and use knowledge more effectively and efficiently in ways that increase its ability to pursue an ambidextrous orientation? Synthesizing insights from social cognition and upper-echelons perspectives, we offer a new theoretical vantage point that brings the role of top management teams’ cognitive structure to the fore and, in particular, the enabling influence of transactive memory systems. We argue that transactive memory provides a top management team with a system for generating, distributing, and integrating knowledge based on members’ specific areas of expertise in ways that increase its ability to both differentiate and integrate strategic agendas for ambidexterity. From a multisource study of top management teams in a sample of technology-based small-to-medium-sized firms, we find that while top management teams with well-developed transactive memory systems are able to pursue an ambidextrous orientation, the impact of transactive memory is also shaped by diverse organizational experience and functional expertise within these teams. We discuss the scope and significance of these findings for theory, future research, and managerial practice.

Gender in top management research

2014 ◽  
Vol 37 (6) ◽  
pp. 538-552 ◽  
Author(s):  
Heike Mensi-Klarbach
Keyword(s):  
Gender Stereotypes ◽  
Gender Diversity ◽  
Empirical Work ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Biological Traits ◽  
Content Type ◽  
Individual Variables ◽  
The Impact

Purpose – The purpose of this article is to offer a multi-layered approach to gender topics in top management team research. Design/methodology/approach – Recent empirical work on the role of gender diversity in top management teams will be reviewed and contrasted with gender and diversity theory. Findings – The results show that gender diversity has often been operationalized and defined in a highly stereotypical fashion, strongly rooted in assumed biological traits (in particular male/female skills and aptitudes). This very simplistic assumption that men and women behave differently does not take into account gender and diversity theories, but simply reproduces gender stereotypes. As a result, a framework is presented that takes societal, organizational, group and individual variables into account to understand the impact of gender in top management positions. Research limitations/implications – The paper is a conceptual paper aiming at enriching scholarly work on gender and top management teams by considering several potentially gendered processes on different layers: society, organizations, groups and individuals. Originality/value – This concept is the first to offer a fresh perspective on the intensively researched topic of gender and performance in top management. By overcoming the stereotypical view that the contributions of female and male managers are inherently different, the paper aims to enrich the scholarly debate on relevant top management characteristics, and furthermore ensure that discriminatory ascriptions to female and male managers are not reproduced through academic work.

The role of top management teams in firm responses to performance shortfalls

2020 ◽  
pp. 147612702096268
Author(s):  
Kalin D Kolev ◽  
Gerry McNamara
Keyword(s):  
Risk Taking ◽  
Top Management Team ◽  
Top Management Teams ◽  
Management Team ◽  
Management Teams ◽  
Top Management ◽  
Strategic Risk ◽  
Pay Disparity ◽  
Strategic Risk Taking ◽  
The Impact

Past research rooted in the Behavioral Theory of the Firm has extensively examined the impact of performance feedback on organizational change and risk taking, finding robust effects that performance shortfalls enhance the risk taking of firms. We argue that the strength of this effect is likely to be contingent on the attributes of the firm’s top management team. To enhance our understanding of which firms are more likely to be sensitive to performance cues, we draw on the Upper Echelon Theory to theorize that key structural attributes of the top management team—tenure and gender diversity, size, and pay disparity—affect how top executives interpret poor performance and act upon it through engagement in strategic risk taking. Results show that top management teams with greater tenure diversity, smaller size, and smaller pay disparity among members engage in more strategic risk taking following performance shortfalls.

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