高层管理团队多样性与组织创新:外部社会网络与内部决策模式的作用

为进一步揭示高层管理团队(TMT)特征对组织创新产生的影响,引入并检验了TMT的外部网络联系和内部合作型决策这2个要素在TMT多样性与组织创新关系中的作用。研究结果表明,关注创新的组织过程的重要性,对TMT的相关研究具有重要的理论延伸,对于管理企业在复杂的环境中竞争和进行战略变革具有重要的借鉴意义。     

CEO grandiose narcissism and firm performance: The role of organizational identification

This study reconciles the positive and negative sides of CEO grandiose narcissism by examining the role that CEO organizational identification plays in moderating the effect of CEO grandiose narcissism on top management team (TMT) behavioral integration. We first distinguish between grandiose and vulnerable narcissism and we then draw on upper echelons theory and executive personality research to hypothesize and test a model in which CEO grandiose narcissism is positively related to TMT behavioral integration when CEOs are high in organizational identification. The relationship is expected to be negative when CEOs do not identify strongly with their organizations. TMT behavioral integration, in turn, predicts subsequent firm performance. Findings based on multi-source data from a sample of 97 CEOs and their firms supported the hypotheses. These results highlight the complex nature of CEO grandiose narcissism – namely, that the construct has both positive and negative aspects as it relates to top management team dynamics and firm performance and that the relationship is affected by CEOs' identification with their organizations.     

新创企业高管团队的团队过程与战略决策绩效 ——认知的调节作用

新创企业的成败很大程度上取决于战略决策绩效,具有决策权力的高管团队在创业情境下的认知和行为过程对战略决策绩效具有重要影响。本文结合创业研究和高管团队研究的现有成果,以122家新创企业为研究对象,从内部团队过程和外部团队过程两个维度考察高管团队的团队过程对战略决策绩效的影响,并从认知的视角分析新创企业高管团队认知需要和认知能力对团队过程与决策绩效关系的调节作用。研究结果表明,新创企业高管团队的内部团队过程和外部团队过程与决策的质量和满意度均有显著的正相关关系,且认知需要和认知能力对这种关系具有调节作用,在认知需要和认知能力较高的情况下,内、外部团队过程对决策质量和满意度的正向影响更强。     

TMT异质性、战略变革与绩效改善的关系研究——基于绩效下滑的非多元化企业的数据实证

本文基于高阶梯队理论,针对以往TMT研究的关键问题,探讨绩效下滑的非多元化企业CEO继任后,TMT异质性、战略变革和绩效改善的关系。本文选取了沪深两市2005-2013年相关数据为研究变量,对2008-2010期间发生CEO变更的145家绩效下滑的非多元化企业进行实证研究,结果表明,TMT任期异质性对战略变动有显著负向影响,战略变动对企业绩效变化没有显著影响,战略背离对企业绩效变化有显著负向影响。当我们探索性的测量战略变革的方向时,发现战略变动与企业绩效变化呈U型关系,战略背离与企业绩效变化呈倒U型关系。本研究不仅为绩效下滑的非多元化企业转型战略研究提供一个新的视角,而且为绩效下滑企业选择高管团队提供了决策的依据。     

新任CEO特征、管理团队调整与企业绩效——基于ST上市公司的数据实证

本文基于高阶梯队理论,针对以往CEO更换研究的关键问题,探讨ST公司新任CEO特征、高管团队调整以及企业绩效提升之间的关系。本研究选择了沪深两市2000-2010期间被ST特殊处理后更换CEO的110个样本进行实证研究,研究结果表明,ST公司新任CEO的继任年龄、受教育水平对企业短期绩效变化有显著正向影响,过去未担任过CEO的新任CEO继任后企业短期绩效的提升明显好于过去担任过CEO的,内部继任的新任CEO继任后企业长期绩效的改善明显好于外部继任的,高管团队调整对企业短期绩效变化有显著正向影响,新任CEO特征对高管团队调整没有显著影响。本研究为绩效下滑企业转型战略研究提供了一个新的视角,也为中国企业选择和更换CEO提供了决策的依据。     

Benefiting from CEO's empowerment of TMTs: Does CEO–TMT dissimilarity matter?

This study examines empowering leadership from an upper echelons perspective by focusing on top management teams (TMTs) and considering the demographic dissimilarities between the CEO and other TMT members. Data from a multisource survey of 129 Chinese firms demonstrate the importance of the fit between the backgrounds of the leader and the TMT members. Although empowerment of TMTs by CEOs predicts superior organizational performance in general, the findings show that this practice is most beneficial when the CEO and the TMT members differ in their informational demographics but have a longer tenure overlap. If either dissimilarity in informational demographics or tenure overlap is lacking, the CEO's empowerment of the TMT has a less positive effect on firm performance. Essentially, a three-way interaction is demonstrated. Introducing boundary conditions for the empowerment of TMTs by CEOs and testing their interactive influence broadens our understanding of how CEO leadership style can affect organizational performance, and refines the guidance for practitioners on TMT management.     

家长式领导、冲突与高管团队战略决策效果的关系研究

本文以四川省78家企业371名高管团队成员为实证研究对象,探讨了CEO的家长式领导行为对高管团队战略决策效果的影响,以及团队冲突在其中的中介作用.同时,构建了包括家长式领导、认知冲突、情绪冲突和决策效果四个变量的概念模型,并提出相应的理论假设.通过结构方程模型的检验,表明CEO的德行领导和威权领导分别从正反两个方向对决策效果产生显著的影响,仁慈领导对决策效果没有显著的直接影响.德行领导主要通过认知冲突作用于决策效果,仁慈、威权领导则通过情绪冲突作用于决策效果.     

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.     

Culminating events and time working together in top management teams: Insights from private equity

In some managerial contexts, performance is measured by the results of a rare event that is itself the culmination of a long and ongoing process of daily decision making. In the private equity (PE) industry, for example, a firm makes a limited number of investments throughout its life. However, selecting these few investments requires the firm to engage in a large number of decision-making activities to evaluate the much larger array of potential investments. This raises the interesting possibility that the performance of each culminating event is not a function of the number of previously completed tasks, as it has been conceived previously, but is in fact a function of the accumulation of daily decision making that may or may not culminate in actual buyouts. To understand performance drivers in this and similar contexts, we examine and test the performance effect of the time that members of a PE top management team (TMT) spend working together to evaluate potential investments, and untangle this effect from the number of investments the TMT has bought and sold previously. Our data reveal a U-shaped relationship between time working together (TWT) and buyout performance, and a moderation effect of TMT heterogeneity and TMT support staff size. These findings extend our knowledge of executive decision making in PE firms, and in all managerial contexts where rare decision events are the culmination of an extended process of daily decision making.     

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.     

家长式领导对高管团队有效性的影响机制研究:以团队凝聚力为中介变量

本文通过对108家中国企业的高管团队问卷调查所获得的数据的分析,探讨了CEO的家长式领导对高管团队有效性的影响机制,结果表明:仁慈领导和德行领导对团队有效性有显著的积极影响,威权领导对团队有效性有显著的消极影响;团队凝聚力起到了部分中介的作用,威权领导通过降低团队凝聚力对团队有效性产生负面影响.     

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.     

Managing C-suite conflict: The unique impact of internal and external governance interfaces on top management team reflexivity

The ability of Top Management Teams (TMTs) to reflect critically on their own actions represents an important element of effective TMT decision making and governance effectiveness. This paper therefore examines how the TMT-board interface internal to the organization, as well as the TMT interface with the external supervisory authority, shape TMT reflexivity. Drawing from governance and psychological theories, we posit that cognitive conflict at the TMT-board interface can escalate by increasing levels of affective TMT-board conflict, and hereby, harm TMT reflexivity if not managed well. This proposition was tested in a multisource team-level data set collected in the field among TMTs (N = 111 TMT members) and their supervisory boards (N = 152 board members) of 56 Dutch insurance companies. The findings demonstrate that the link between cognitive and affective TMT-board conflict is mitigated by board membership influx. Yet in cases where conflict escalation does occur, its subsequent impact on TMT reflexivity hinges on the degree to which an external supervisory authority monitored TMT actions. The results illustrate that TMT decision making processes can be effectively influenced by internal and external TMT-governance interfaces, yet at different conflict stages, and through different governance actions.     

Emotionally intelligent top management and high family firm performance: Evidence from Germany

Executives in family firms are often confronted with emotionally loaded issues, in part due to the need to include the interests of the owning family. Given this context, we hypothesize how high family-firm performance is affected by the emotional intelligence (EI) of a family-based CEO and top-management team (TMT), in addition to the CEO's transformational leadership (TFL) and TMT's behavioral integration. Survey measures were taken from a random sample of 72 CEOs of German family firms and 245 members of their TMTs. We found that TMT behavioral integration mediates between CEO TFL and objective firm performance while CEO EI is significantly related to both CEO TFL and TMT EI. Implications are discussed for future research thereby suggesting an extension to upper-echelon theory.     

Harnessing Diversity and Collective Action in the Top Management Team

Diversity has become an important issue at all levels of the company from the boardroom to the back office. It is increasingly apparent that diversity is vital to productivity, with academic research indicating an important link between diverse top management team (TMT) composition and corporate performance. However, the nature of this link remains elusive, as there is little accessible research that can help top teams to evaluate how diversity impacts on their strategic capacity. This paper seeks to fill this gap by developing a conceptual framework, illustrated with case examples, to explain the relationships between TMT diversity and TMT collective action. As collective action is difficult to attain from top teams that are high in diversity, six practical processes are developed from this framework for establishing and exploiting top team strategic capacity. The paper concludes by outlining the theoretical implications of the framework.

It is the range of skills and attributes acquired through a diversity of experiences and backgrounds that combine to create a cohesive and effective board.¹

     

TMT functional complementarity and post-IPO performance: Evidence from the U.S. biotechnology industry

Drawing insights from the resource dependence and the upper echelons theories, this study examines how top management team (TMT) IPO reconfiguration – the managerial change between immediately before and after an initial public offering (IPO), affects firm performance in the post-IPO years. We investigate this through the lens of TMT functional complementarity - the degree of differing functional knowledge held by the firm's TMT in the pre-and post-IPO stage. We argue that TMT functional complementarity positively affects firm post-IPO performance. Further, this relationship is positively moderated by executive managerial discretion, measured by CEO duality and TMT insider board membership. We test our model using a sample of 250 US biotechnology firms that went public from 1991 to 2019, and the empirical results largely support our hypotheses. This study contributes to the literature of upper echelons, technology-based ventures, and IPO firms.     

高管团队组成特征与行为整合关系研究

本研究运用公共组织、国有企业、民营企业和欧美外企等四类组织的325个高管团队样本,从行为视角探索了高管团队行为整合的结构和测量,重点研究了高管团队组成特征与行为整合的关系。实证结果发现,高管团队行为整合可分为决策参与、开放沟通和团队合作三个行为维度,高管团队规模、信任与高管团队行为整合变量显著相关。高管团队的多项异质性与行为整合显著负相关,这些异质性包括最高学历、海外学习考察时间、工作经历、每周工作时间、进入方式、团队任期、经营战略偏好等。     

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.     

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。