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。     

社会资本、吸收能力对创新绩效影响的实证研究

以企业知识理论为基础,从吸收能力这一视角出发,剖析企业外部社会资本和内部社会资本与企业创新绩效之间的关系;依据经典文献,对外部社会互动、基于认知的信任、共同语言、内部社会互动、基于情感的信任和共同愿景与知识识别、知识获取、知识共享和知识应用的关系进行重新梳理,并对知识应用与企业创新绩效的关系进行阐述;构建概念模型,并采用469个样本进行实证。研究结果表明,基于认知的信任、共同语言促进知识识别,外部社会互动、共同语言促进知识获取,内部社会互动抑制知识共享,基于情感的信任、共同愿景促进知识共享,基于情感的信任促进知识应用,知识识别促进知识获取,知识获取促进知识共享和知识应用,知识共享促进知识应用,知识应用促进企业创新绩效。从整体上看,吸收能力在企业社会资本对企业创新绩效的影响中起中介作用。     

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.     

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.     

组织二元性对高科技新创企业绩效的影响研究

基于2004～2009年深圳交易所中小板块上市公司的数据,探讨组织二元性对高科技新创企业绩效的影响,以及高层管理团队(TMT)特征对组织二元性与高科技新创企业绩效之间关系的影响。研究表明,组织二元性对高科技新创企业绩效具有正向影响,且组织二元性的不同维度对高科技新创企业绩效的影响不同;此外,TMT特征对组织二元性与高科技新创企业绩效之间的关系具有调节作用。     

高层管理团队研究综述

自从Ham-brick和Mason提出＂高层梯队理论＂以来,关于高层管理团队（TMT）的国内外研究都取得了大量的成果,本文对这些成果进行了综述。已有的高层管理团队的研究在两个方向展开：一个是直接研究高层管理团队的特征与组织绩效的关系,另一个是研究团队组成、团队运作过程与组织绩效的关系。最后本文详细分析了已有研究的不足,并提出改进建议。     

差异性、相似性和受教育背景对高层管理团队影响的国外研究综述

高层管理团队成员组成的差异性、相似性及其成员的受教育背景以不同的方式影响着它的绩效。国外关于这些特征对高层管理团队绩效的影响已经作了大量的研究,而国内目前尚没有相关研究。本文综述国外关于高层管理团队成员组成的差异性、相似性及其成员的受教育背景对其绩效的影响的相关研究和结论。     

内部社会资本对知识能量与组织创新的影响——华南地区企业的实证研究

以华南地区的145家企业为对象,对企业内部社会资本、知识能量、组织创新与组织绩效之间的相互关系进行了实证研究。证实了内部社会资本对组织知识能量的蕴蓄有正向的影响;内部社会资本对组织创新有正向的影响;知识能量影响组织创新并进而影响组织的绩效;组织创新可分为管理创新和技术创新,技术创新对管理创新有显著的正向影响;技术创新和管理创新都对组织绩效有直接影响的正向。     

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。     

企业内部知识转移中个体中心度、吸收能力对绩效的影响

以往关于社会资本对企业内部知识转移影响的研究,通常提取一些基本的人口统计学特征作为控制变量,考察联系特征和结构特征对知识转移的影响,而对吸收能力的讨论却较少。本文将个体在社会网络中的结构特征和个体吸收能力结合起来,分别考察在情感网络和咨询网络中,个体的中心度以及中心度与吸收能力的交叉对个体绩效的影响。结果发现情感网络对个体绩效没有显著影响。在咨询网络中,个体出度对绩效有正作用,而且该作用依赖于个体吸收能力。     

高层管理团队内部社会资本、团队冲突和决策效果的关系——研究综述与理论分析框架

反映在结构因素、关系因素和认知因素三个维度上的高管团队内部社会资本为决策信息的交换和共享提供了机会、意愿和能力,有利于团队内部形成建设性的冲突模式,促进决策效果的提高.本文以团队冲突为中介变量,建立了高管团队内部社会资本与决策效果的关系的理论框架,提出了研究命题,并对企业高管团队内部社会资本的培育提出建议.     

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。     

How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity

Little is known about how top management teams (TMTs) make balanced strategic decisions (exploration and exploitation) and spearhead organizational ambidexterity. To address the theoretical call to explore how TMTs can help create ambidexterity, we propose a theoretical model where TMT behavioral integration cultivates behavioral complexity in a TMT that can build organizational ambidexterity. Further, we argue that the relationship between TMT behavioral complexity and organizational ambidexterity is moderated by contextual ambidexterity. Drawing on research in the areas of leadership, TMT, organizational context and ambidexterity, we explore implications for future research.     

Top management team constellations and their implications for strategic decision making

Two major themes in the upper echelon decision making literature are the efficacy of the CEO and the composition of the top management team (TMT). Little research has examined their intersection. This study addresses the call to reveal the social processes within TMTs, by focusing on CEO-TMT member interaction in decision making. Drawing on video ethnographic data of two TMTs, we explore the patterns of interactions between CEOs and TMT members in their strategic decision making meetings. Through an analysis of 20 issue discussions, we identify five “constellations”, a team level construct capturing the core relational dynamics that are created through mutual CEO-TMT member influence during a team's discussion of a strategic issue. We explain how these constellations unfold and their implications for the processes and outcomes of TMT strategic decision making. We then elaborate how our findings contribute to the TMT and upper echelon literatures, as well as our understanding of team politics.     

Top Team Diversity,Internationalization and the Mediating Effect of International Alliances*

This study examines the mediating effect of international alliances for the relationship between TMT (top management team) job‐related diversity (educational, functional background, outside industry experience and international exposure) and firm internationalization. We argue that firms with greater TMT diversity will use more international alliances, resulting in higher firm internationalization. Based on a sample of 226 US firms during the period 1988–1994, we find that international alliances partially mediate the relationship between TMT international exposure diversity and firm internationalization. However, we do not find international alliances to mediate the relationships between other forms of TMT diversity and firm internationalization. We discuss implications and directions for future research.     

Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces

On their journey toward digital transformation, industrial firms need to embrace digital innovation. The top management team (TMT) is expected to set the course for digital innovation, which is a challenging endeavour given the novel and cross-functional nature of digital innovation. We draw on role theory to make sense of emerging role requirements for the TMT and combine this view with upper echelon theory to hypothesize on the specific TMT characteristics that are needed for digital innovation. We first theorize that firms could benefit from TMT digital knowledge. Second, we argue that the effective utilization of TMT digital knowledge can be fostered at internal TMT interfaces, such as between the chief executive officer (CEO), respectively a chief digital officer (CDO), and other top managers. Finally, we consider the TMT hierarchical structure as a contextual factor in the stimulation of TMT integration processes by integrative CEOs and CDOs. We employ panel data regressions to a longitudinal dataset of US industrial firms and find a positive relation between TMT digital knowledge and digital innovation, on average. We additionally find evidence for the integrative roles of CEOs and CDOs. However, our findings also indicate that the CDO's integrating role can be hampered by a strong hierarchical structure in the TMT.     

The Contingent Effect of TMT International Experience on Firms’ Internationalization Speed

Drawing on upper echelons theory, we argue that there will be an inverted U‐curve‐shaped relationship between the top management team's (TMT's) level of international experience and a firm's internationalization speed. Accounting for the role of executive job demands highlighted in upper echelons theory, we further suggest that competitive pressure, product diversification and geographic scope moderate the relationship between TMT international experience and internationalization speed by increasing the demands of TMT managers’ jobs. Using data on the international expansion of 91 retailers between 2003 and 2012, we find empirical support for the inverted U‐curve‐shaped effect of TMT international experience and the moderating role of competitive pressure. We find no moderating effect of product diversification or geographic scope.     

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.     

Do transformational CEOs always make the difference? The role of TMT feedback seeking behavior

In the present paper, we raise the question whether CEO transformational leadership invariably makes a difference for team performance and change effectiveness. Since in general, CEOs are surrounded by a team of highly influential top managers, we argue that the effectiveness of CEO transformational leadership is contingent on the feedback seeking behavior of their top management team (TMT). Data from 38 TMTs and their CEOs demonstrated that transformational leadership was positively related to both TMT performance and effectiveness of organizational change, but only when the TMT engaged in low levels of feedback seeking behavior. As predicted, there was no relationship between CEO transformational leadership and performance and change effectiveness for teams exhibiting high levels of feedback seeking behavior. These findings suggest that for high-feedback seeking TMTs, organizational results can be achieved without a transformational CEO.