The Implications of Strategy and Social Context For The Relationship Between Top Team Management Heterogeneity and Firm Performance  

Oleh:

Carpenter, Mason A.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Strategic Management Journal vol. 23 no. 3 (2002), page 275-284.
Topik: team management; top management teams; international strategy; behavioural inetgration; firm performance; uncertainty

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: SS30.8 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

This research reexamines the link between top management team (TMT) heterogeneity and firm performance. Specifically, I theorize that the effects of education, work experience, and tenure on performance will depend upon the top management team's strategic and social context. In a test of a such theorizing. I find that : 1. the positive relationships between TMT educational, functional, and tenure heterogeneity and performance are contingent on complexity, as indicated by a firm's international strategy, and 2. such rlationshops are clearly stronger in short - tenured top management teams. The theory and results presented here provide impetus for future studies, as well as suggest to upper echelon researchers that they think more critically about the conditions under which demographic characteristics are most likely to influence organizational outcomes like performance.

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