Diversification The Top Management Team Complementarity : Is Performance Improved by Merging Similar or Dissimilar Teams ?  

Oleh:

Krishnan, Hema A. ; Miller, Alex ; Judge, William Q.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Strategic Management Journal vol. 18 no. 5 (1997), page 361-374.
Topik: MANAGEMENT; acquisitions; diversification; top management teams; turnover; complementarity

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: SS30.1 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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This study examines the impact of complementary top management teams (defined as differences in functional backgrounds between the acquiring and acquired firm managers) on post - acquisition performance. Based on a sample of 147 acquisitions completed during 1986 - 88, we find that complementary backgrounds have a positive impact on post acquisition performance in both related and unrealted acquisitions. Another major finding is that complementarity is negatively related to top management team turnover among acquired managers, suggesting that differences in functional backgrounds are oe easily integrated into the new organization. Finally, top management team turnover among acquired managers is negatively related to post acquisition performance. These findings highlight the importance of examining complementarity in terms of differences, and reinforce the notion that differences have the potential to create unique value for the organization.

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