Top management team faultlines and firm performance: Examining the CEO-TMT interface

被引：139

作者：

Georgakakis, Dimitrios ^{[1
,3
]}

Greve, Peder ^{[2
]}

Ruigrok, Winfried ^{[1
]}

机构：

[1] Univ St Gallen, Res Inst Int Management, Dufourstr 40a, CH-9000 St Gallen, Switzerland

[2] Univ Reading, Henley Business Sch, Int Business & Strategy, Henley On Thames RG9 3AU, Oxon, England

[3] Texas A&M Univ, Mays Business Sch, Dept Management, College Stn, TX 77843 USA

来源：

LEADERSHIP QUARTERLY | 2017年 / 28卷 / 06期

基金：

瑞士国家科学基金会;

关键词：

Strategic leadership; Top management teams; CEOs; Upper echelons; Faultlines; Firm performance; CEO-TMT interface; TRANSACTIVE MEMORY-SYSTEMS; SHARED LEADERSHIP; DECISION QUALITY; MODERATING ROLE; INTERNATIONAL EXPERIENCE; DEMOGRAPHIC FAULTLINES; DIVERSITY FAULTLINES; ABSORPTIVE-CAPACITY; INTEGRATIVE MODEL; TASK-PERFORMANCE;

D O I：

10.1016/j.leaqua.2017.03.004

中图分类号：

B849 [应用心理学];

学科分类号：

040203 ;

摘要：

Prior research indicates that the relationship between top management team (TMT) faultlines and firm performance is equivocal. We shed new light on this topic by highlighting the moderating foie of the CEO-TMT interface. Analyzing data from large international firms over the period 2005-2009 (347 firm-year combinations), we find that the performance effect of knowledge-based TMT faultlines is significantly altered when the leader of the TMT (i.e., the CEO): (a) socio-demographically resembles incumbent executives, (b) possesses a diverse career background, and (c) shares common socialization experience with other TMT members. Overall, our research reveals that different dimensions of the CEO-TMT interface play a pivotal role in determining the performance effects of knowledge-based TMT subgroups. Implications for upper echelons theory, team diversity, and strategic leadership research are discussed. (C) 2017 Elsevier Inc. All rights reserved.

引用

页码：741 / 758

页数：18

共 133 条

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