高层管理团队的异质性与企业绩效的实证研究

研究了我国企业所处行业的动态性对高层管理团队异质性与企业绩效关系的影响。采用我国深、沪两市356家上市公司2001~2002年的数据进行了实证分析。结果表明,在我国企业中,高层管理团队职业经验异质性、年龄异质性与行业动态性的交互作用在各自对企业绩效的影响中起了负向的调节作用,进而对这种结果进行了具体的分析和讨论,并提出了未来研究的展望。     

高层管理团队组建方式的思考

高层管理团队是企业应对日益繁重的日常事务以及复杂竞争环境的重要组织形式,高层管理团队的人才需求特征、人才配置和有效机制,将直接影响高层管理团队的运作效率,因此本文从高层管理团队人才特征分析入手,概括了作为高层管理团队成员的必备要素,并以此为基础提出了高层管理团队的组建方式及要求.     

高层管理团队异质性与企业绩效关系研究

本文通过对深沪两市356家我国上市公司2001-2002年的数据的实证分析，结果表明，在我国的社会环境下，企业绩效受其高层管理团队特征的影响与国外的不同，高层管理团队的任期异质性、职业经验异质性与企业绩效负相关。本文对这种不同的结果进行了具体的分析和讨论，并提出了未来研究的展望。     

高层管理团队异质性对IPO折价的影响

本文主要探讨高层管理团队异质性对IPO折价的影响问题。基于在IPO过程中存在信息不对称现象和信号传递理论,本文认为高层管理团队的异质性对于投资者判断IPO企业的价值有较大的影响,从而最终影响到企业的IPO折价。高层管理团队的异质性主要包括：职能背景异质性、教育背景异质性、年龄异质性以及任期异质性。     

国际化战略实施与高层管理团队构成实证研究

利用信息处理理论和高阶梯队理论考察国际化战略实施对高层管理团队特征(年龄、任期、教育水平及其异质性、团队规模等)选择的要求.研究结果表明:企业国际化战略的实施需要拥有某些特定属性的高层管理团队;企业国际化程度越高,要求高层管理团队任期越短、任期异质性越小,而且团队规模和教育水平异质性越大;良好的制度建设和经营管理是确保选择合理的高层管理团队执行国际化战略的重要影响因素.     

高层管理团队的企业合法性行动网络与组织学习能力关系研究

在将制度压力下企业合法性问题与高层管理团队及其网络行为加以衔接的基础上,关注高层管理团队的企业合法性行动网络,并以此分析其与组织学习能力之间的关系。研究表明,高层管理团队的企业合法性行动网络同时包含了网络与合法性2个不同侧面,其表现形式可分为总体性网络、获得合法性网络、维持合法性网络、修复合法性网络以及重叠性网络5种不同类型。然后,分别从网络侧面及总体性网络类型、合法性侧面及其余4种网络类型两大角度,剖析了高层管理团队的企业合法性行动网络与组织学习能力之间存在的关系,并构建了相应的理论分析框架。     

高管团队内部动态特征实证研究

通过对中国企业高层管理团队内部动态特征(以沟通、冲突与决策质量作为3个关键变量)的实证研究,发现高层管理团队沟通规范有利于决策质量的提高,而高层管理团队内情绪冲突的增多会降低决策的质量.此外,高层管理团队沟通规范也促进团队内认知冲突的增加.研究结论指出了高层管理团队内部动态特征之间的联系,同时也为业界提高高层管理团队决策质量,进而增进团队绩效提供了方向.     

权威类型、决策程序对高管决策过程影响研究

高层管理团队中客观存在的各种类型的权威对团队决策过程的质量会有怎样影响这一黑箱问题目前尚未探明.该文利用200多名MBA学员展开权威类型、决策程序对高层管理团队的决策效率和过程满意度的影响效应实验研究,结果表明高层管理团队权威的存在显著地提高了决策过程的效率和满意度,并且,决策过程满意度的提高主要依赖于知识权威和复合权威,决策效率的提高主要依赖于权力权威的作用等.结论为企业高层管理团队决策水平的提高提供了有益的参考.     

以基于内部互动的社会资本视角再看高层管理团队

当前高层管理团队的研究构建往往着眼于高层管理团队的人口统计学特征,并以此作为具体分析点来探究高层管理团队内部组成对组织战略行为与组织绩效的影响。这种研究构建不仅在内容上忽略了高层管理者之间的互动特征,而且在分析视角上缺乏较深入的透视性。基于这一认识,对高层管理团队的研究可以超越人口统计学的特征,借助社会网络与社会资本理论,重点审视高层管理团队内部的互动过程,以此来透视高层管理团队内部运作机制及其对组织战略决策和组织绩效的影响。     

企业高层管理团队研究的进展

自从1984 年Hambrick 与Mason 提出“高层梯队理论”后,学术界涌现出大量高层管理团 队与组织绩效、战略、组织变革等方面的研究. 在此之前,有关高层领导的研究几乎完全针对领 导人个体,我国目前也沿袭这种研究模式. 激烈的市场竞争要求高层领导更多地以团队方式进 行运作,加强中国高层管理团队的研究势在必行. 文章对近20 年来国际有关企业高层管理团 队的科学管理做一综述,探讨高层管理团队的特征、运作过程以及不同文化背景对高层管理团 队绩效、组织绩效的影响,分析企业高层管理团队建设的研究框架,提出已有研究的局限及对 未来研究的展望.     

高管团队人口统计特征对纺织和信息技术公司经营绩效的影响

运用中国纺织业和信息技术业上市公司的实证数据,本研究发现,高管团队组成特征比CEO个人特征解释更多的企业绩效变异。本研究还发现,公司短期绩效的正相关因素有团队规模和平均任期,公司长期绩效的正相关因素是平均教育水平,公司长期绩效的负相关因素是团队规模。在信息技术公司,高管团队的平均任期与公司的长期绩效负相关,任期异质性与公司的长期业绩正相关,高管团队平均年龄与企业当期绩效显著负相关。     

高管团队职能异质性与企业绩效关系研究:基于管理者认知和团队冲突的中介分析

高管团队的职能特征如何反映到企业绩效中一直是管理领域研究的重点,但是其实证检验结果呈现出复杂化的特征,一致性的结论尚未达成。本文从高阶梯理论和信息处理理论出发,较为全面地探索高管团队职能异质性如何影响企业绩效。研究结果表明:(1)高管团队职能异质性对企业绩效水平有负向的影响;(2)高管团队职能异质性会显著促进管理者认知集中性和复杂性的提高;(3)管理者认知集中性和复杂性的提高会进一步促进绩效水平的提高;(4)管理者认知是高管团队职能异质性影响企业绩效水平的中介机制;(5)高管团队职能异质性的提高会显著促进团队冲突的提高;(6)团队冲突的增强会抑制企业绩效水平的提高;(7)团队冲突是职能异质性影响企业绩效水平的中介机制。     

Top management teams within multinational corporations: Effects of cultural heterogeneity

This research examined the relationship of cultural heterogeneity with team and organizational performance, as mediated by selected aspects of group processes. The study was done with top management teams (TMTs) in international subsidiaries of multinational corporations (MNCs). It was found that cultural heterogeneity within the TMT is positively related to both the level of issue-based conflict the team experiences and to TMT performance. The TMT performance and the subsidiary's performance were positively related. Issue-based conflict affected negatively TMT performance but had a positive effect on subsidiary performance. The hypothesis that cultural heterogeneity would be negatively related to TMT cohesion was not supported. The results provide general support for the importance of cultural heterogeneity for the functioning of TMTs and their international subsidiaries.     

The role of CEO emotional stability and team heterogeneity in shaping the top management team affective tone and firm performance relationship

In this paper, we aim to bridge the micro-macro divide by addressing continued calls from strategic leadership and affect researchers to examine the black box to consider how CEO characteristics relate to top management team (TMT) affective experiences, and, in turn firm outcomes. We further consider the role of one key contextual factor in this relationship: TMT heterogeneity. We predict that CEO personality, specifically, emotional stability, is positively associated with TMT affective tone. Moreover, we posit that the relationship between TMT affective tone and firm performance depends on TMT task-related heterogeneity, such that positive affective tone benefits firm performance in heterogeneous TMTs, whereas negative affective tone benefits firm performance in homogeneous TMTs. Using a novel methodology that measures key psychological aspects of the CEO and TMT, we examined 50 TMTs from publicly-traded companies to test our predictions. Our findings offer theoretical contributions to the strategic leadership, affect and diversity literatures as well as managerial applications for CEO selection and management and managing diversity in upper echelons.     

Top Management Team Heterogeneity,Strategic Change and Operational Performance*

This study examines the role of top management team (TMT) heterogeneity in facilitating strategic change. Based on the upper echelons literature, we argue that heterogeneous management teams are better able to handle the simultaneous and conflicting demands of refocusing the organization strategically and keeping up operational performance. We expect this to be true only for teams that are heterogeneous with respect to factors directly related to job requirements, however. Data were collected from 92 full TMTs of hospitals in Spain that were confronted with institutional pressures that challenged their current strategies. In support of our hypotheses, the results show job‐related TMT heterogeneity moderates the relation between strategic change and operational performance. No moderating effect is found for non‐job‐related TMT heterogeneity.     

Top Management Team Diversity: A Review of Theories and Methodologies

This paper reviews empirical research on top management team (TMT) diversity. A number of scholars have concluded that upper echelons findings, in particular in terms of the consequences of TMT heterogeneity, have been inconclusive. This review conducts an in‐depth analysis of conceptual and methodological issues related to upper echelons diversity studies and offers some directions for future research. Sixty journal articles, published in ten top international journals over a 22‐year period (1984–2005), were analyzed. The results suggest that upper echelons research is increasingly multidisciplinary in nature; however, in‐depth inquiries into the antecedents of TMT composition and the multilevel contextual influences on the implications of TMT heterogeneity are still needed. This review finds that clarity about level of analysis, both theoretically and empirically, remains an important issue in the field and thus a multilevel approach is strongly encouraged. Moreover, the complexity of diversity as a theoretical construct needs to be acknowledged and operationalized accordingly in upper echelons studies.     

企业高层管理团队特征异质性对战略决策的影响——基于中国民营企业的实证研究

本文在对TMT相关研究综述的基础上,构建了TMT特征异质性对战略决策影响的基本模型.并通过民营企业的调查,运用相关分析和结构方程,检验前因变量对结果变量的直接的影响.结果表明,西方关于TMT的研究结论在中国民营企业里基本能得到验证,这为我们研究中国民营企业的高层管理团队提供了佐证材料.但本文也发现TMT成员的任期异质性对战略决策的准确性没有显著的影响,这与国外一些文献的研究正好相反.     

CEO–TMT exchange,TMT personality composition,and decision quality: The mediating role of TMT psychological empowerment

This research draws on the upper-echelons perspective to examine the effects of CEO–top management team (TMT) exchange quality and TMT personality composition on decision quality through the mediation of TMT psychological empowerment. Using survey data from more than 700 executives in 210 firms in a Middle Eastern country and adopting a split-data approach, we find that CEO–TMT exchange quality can advance TMT psychological empowerment. We also find that TMT neuroticism has a negative effect on TMT psychological empowerment, while TMT conscientiousness, extraversion, agreeableness, and openness have positive effects. Moreover, TMT psychological empowerment plays a mediating role in linking CEO–TMT exchange quality and TMT personality composition with decision quality. Our research contributes to the upper-echelons, leader–member exchange (LMX), and decision-making literature by drawing attention to the social dynamics between CEO and TMT members, as well as the psychological characteristics and psychological states of TMT members, and their implications for strategic decisions.     

Promoting business model innovation through social media strategic capability: A moderated mediation model

The rapid development of social media has significantly affected organizational innovation activities. However, scant research has investigated how social media, as an important innovative tool within the corporate landscape, influences firm business model innovation (BMI). This paper provides an initial investigation into whether, and how, social media can be used to promote firm BMI. Drawing on the strategic capability literature, the study examines the relationship between social media strategic capability (SMSC) and BMI by focusing on the mediating role of strategic flexibility and the moderating effects of top management team (TMT) heterogeneity and environmental dynamism. Empirical results from a sample of 283 Chinese firms with two key informants each show a significant and positive association between SMSC and BMI, which is mediated by strategic flexibility. In addition, moderated path analyses indicate that TMT heterogeneity positively moderates the SMSC–strategic flexibility path, while environmental dynamism positively moderates the strategic flexibility–BMI path in the mediated relationship. Theoretical and practical implications of this study for both social media and BMI research are discussed.     

Top management team diversity and high performance: An integrative approach based on upper echelons and complexity theory

This paper analyses Top Management Team (TMT) composition diversity as an antecedent of firm performance in accordance with a recent paradigm based on Complexity Theory. Research into TMT diversity is commonly seen as a double-edged sword because inconclusive results have been achieved in prior studies. This controversy has reinforced the call to employ a more appropriate methodology by moving beyond the reliance on multiple regression analysis and towards the use of fuzzy-set qualitative comparative analysis. The study provides various TMT diversity configurations that lead to high performance. The study therefore contributes towards the TMT diversity literature by utilising asymmetric testing to advance in the understanding of the diversity of TMT attributes as an antecedent of high firm outcome. The paradigm currently facing TMT internal complexity is doubly relevant for managers, to ascertain the best TMT diversity compositions to achieve the best strategic goal and thereby the highest firm outcome, and for new research avenues in the demographic literature, to obtain richer insights from TMT data, which might provide additional information on the complex relations established within these TMTs.