Journal articles: 'The upper echelon theory'

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Anwar Quttainah, Majdi. "Upper Echelon Theory: Role of Community and Strategy." International Journal Of Innovation And Economic Development 1, no. 3 (2015): 35–44. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.13.2004.

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In this paper, we argue that community plays an important role in shaping the values and characteristics of top management teams. It builds on upper echelon theory to posit that community level characteristics are instrumental in framing the cognitions of CEOs and top executives. Strategic decisions made by managers in organizations represent the significant impact community has on top management teams. Examining the influence community has on top management teams provides additional implications about why certain firms perform better than others.

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Awa, Hart O., Sunday C. Eze, Joseph E. Urieto, and Benjamin J. Inyang. "Upper echelon theory (UET)." Journal of Systems and Information Technology 13, no. 2 (May 3, 2011): 144–62. http://dx.doi.org/10.1108/13287261111135981.

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Đerđa, Dino. "International Experience in Upper Echelon Theory: Literature Review." Business Systems Research Journal 8, no. 2 (September 1, 2017): 126–42. http://dx.doi.org/10.1515/bsrj-2017-0021.

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Abstract Background: The international experience of top managers is an evolving research within the upper echelon theory; therefore this literature review summarizes everything made so far. Objectives: The purpose of this paper is to provide a literature review of international experience within the theory of the upper echelons. Methods/Approach: We reviewed the literature from the beginning of the theory formation and tried to understand the direction in which it develops, particularly in the context of international experience. We conducted a bibliometric analysis in order to understand the research area better. Results: We have found that 38 papers were published in 25 different journals by 72 authors. We have concluded that the area of research is very narrow and that most of the research is concentrated on finding out the impact of demographic characteristics and international experience of top managers on internationalization strategy mostly with MNC-s. Conclusions: After two decades of international experience in the upper echelon theory there is a significant possibility of uniformity of the theory but only if researchers are able to prove equal results among different countries.

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Lee, Won Seok, Choongbeom Choi, and Joonho Moon. "The upper echelon effect on restaurant franchising: the moderating role of internationalization." International Journal of Culture, Tourism and Hospitality Research 12, no. 1 (March 5, 2018): 15–28. http://dx.doi.org/10.1108/ijcthr-05-2017-0055.

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Purpose This study aims to investigate how upper echelon theory accounts for franchising by selecting the top management team to proxy for the upper echelon and using age, tenure, education, equity ownership and stock options as its main attributes. Design/methodology/approach The sample was drawn from the Execucomp and Compustat databases and from other publicly accessible resources (e.g. LinkedIn and Business Week, in addition to Annual 10-K reports). A total of 29 restaurant companies were used for data collection, which covered the period of 2000-2013. A panel feasible generalized least squares (FGLS) regression was used to analyze the data. Findings The study found a significant moderating effect of the degree of internationalization on the relation between the attributes of the upper echelon (e.g. tenure, education and share ownership) and franchising decisions. Research limitations/implications The results verified that top managers in the restaurant industry with more tenure and share ownership become more risk averse when they operate under riskier conditions, whereas highly educated restaurant top management teams tend to take more risks in strategic decision-making. Originality/value This study expanded internationalization research to upper echelon theory and into the arena of franchising.

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Omri, Ahlem, and Younes Boujelbene. "Team Dynamics and Entrepreneurial Team Success: The Mediating Role of Decision Quality." Journal of Enterprising Culture 29, no. 02 (June 2021): 141–60. http://dx.doi.org/10.1142/s0218495821500072.

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Little research on Entrepreneurial Teams (ET) has sought to understand how team processes may influence organizational outcomes. In this paper, we unite upper echelon theory to provide a deeper understanding of which entrepreneurial team dynamics, directly, or indirectly through decision quality, result in entrepreneurial team success. In order to do so, we build upon data collected from 225 entrepreneurial teams from Sfax region. Based on structural equation modeling, the findings demonstrate that shared leadership among entrepreneurial teams indirectly and positively affect ET success, and that decision quality mediates the relationship between ET communication and ET success. Our research contributes to the upper-echelons theory and ET literature by drawing attention to the team dynamics and social interaction between team members, and their implications for entrepreneurial team success.

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Putra, Zaga Kresna Pratama, and Novrys Suhardianto. "The Influence of Political Connection on Tax Avoidance." Jurnal Akuntansi dan Keuangan 22, no. 2 (November 30, 2020): 82–90. http://dx.doi.org/10.9744/jak.22.2.82-90.

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The upper echelon theory and rent-seeking theory propose conflicting arguments related to the relationship between a firm’s political connection and tax avoidance. This research aims to examine the relationship between a firm’s political connection and tax avoidance. The 1,079 samples used in this research are public companies with positive income in the 2014-2018 period. By using regression analysis, this research finds that political connection has a negative relationship with tax avoidance, implying that political connection increases tax payment. This research contributes to providing supporting evidence for upper echelon theory by finding that management’s political experience or the intention to maintain a positive image of politically connected management improves tax obedience

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Hayduk, Ted, and Matthew Walker. "The Effect of Ownership Marketing Expertise on MLB Attendance and Digital Consumption." Sport Marketing Quarterly 30, no. 1 (March 2021): 30–46. http://dx.doi.org/10.32731/smq.291.032021.03.

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Scholarship has established that characteristics of a firm’s upper echelon affect firm-level outcomes in a range of industries. In professional sport, firms depend on live game attendance and, increasingly, the consumption of online content to generate local revenue. The ability to drive these two revenue streams depends on a franchise’s competencies in marketing, relationship management, and brand building. In this research, we speculate those competencies start at the top, i.e., with ownership. Using upper echelons theory (UET), we hypothesize that franchises with owners who have substantial marketing expertise are better able to drive attendance and online search traffic. Using a panel dataset of 30 teams over a 10-season period, we found that ownership expertise in marketing was generative of significantly more attendance but perhaps not significantly greater online traffic. The results are discussed in the context of UET, and implications for practitioners are presented.

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Hayduk, Ted, and Matthew Walker. "The Effect of Ownership Marketing Expertise on MLB Attendance and Digital Consumption." Sport Marketing Quarterly 30, no. 1 (March 2021): 30–46. http://dx.doi.org/10.32731/smq.301.032021.03.

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Scholarship has established that characteristics of a firm’s upper echelon affect firm-level outcomes in a range of industries. In professional sport, firms depend on live game attendance and, increasingly, the consumption of online content to generate local revenue. The ability to drive these two revenue streams depends on a franchise’s competencies in marketing, relationship management, and brand building. In this research, we speculate those competencies start at the top, i.e., with ownership. Using upper echelons theory (UET), we hypothesize that franchises with owners who have substantial marketing expertise are better able to drive attendance and online search traffic. Using a panel dataset of 30 teams over a 10-season period, we found that ownership expertise in marketing was generative of significantly more attendance but perhaps not significantly greater online traffic. The results are discussed in the context of UET, and implications for practitioners are presented.

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Agnihotri, Arpita. "The role of the upper echelon in the value chain management." Competitiveness Review 24, no. 3 (May 13, 2014): 240–55. http://dx.doi.org/10.1108/cr-05-2013-0049.

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Purpose – The purpose of this study was to analyze the impact of top management teams on firms' value chain action intensity and value chain activity heterogeneity. Design/methodology/approach – The study was conducted from an emerging market perspective. The sample was based on the secondary data collected from three fast-growing industries in India: automobile, pharmaceutical and fast-moving consumer goods over the three-year period from 2009 to 2012. The Panel Poisson and Tobit regression have been used to conduct this study. Findings – Drawing upon the upper echelon theory, the author found that a top management team's educational level, functional heterogeneity and total organizational tenure influence value chain action intensity and value chain activity heterogeneity. Originality/value – The author introduces the concept of value chain action intensity and value chain action heterogeneity and investigates the role of the upper echelon in influencing intensity and heterogeneity.

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Hambrick, Donald C. "Upper Echelons Theory: An Update." Academy of Management Review 32, no. 2 (April 2007): 334–43. http://dx.doi.org/10.5465/amr.2007.24345254.

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Andersen, Christian Vium, and Rainer Lueg. "Management control systems, culture, and upper echelons – a systematic literature review on their interactions." Corporate Ownership and Control 14, no. 2 (2017): 312–25. http://dx.doi.org/10.22495/cocv14i2c2p5.

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This systematic literature review of 99 empirical studies, between 1926 and 2016, synthesizes evidence on the interaction of management control systems (MCS) with both national culture and corporate culture. We cast our net widely by considering MCS as a package in relation to macro (national), meso (organizational) and micro culture (upper echelon theory). The literature reviewed suggests that evidence on the interaction of culture and MCS is highly fragmented, and only some authors find that culture matters for MCS. The main reason for these inconsistent findings is that studies investigating organizational MCS tend to focus only on one aspect of culture (macro, meso, or micro). This impairs a comprehensive understanding of the MCS-culture relationship. Our main insight is that culture affects MCS, provided that culture is considered as a multi-layered phenomenon that combines internal aspects of culture – e.g., upper echelon theory – with external aspects of culture, e.g., national culture. The contemporary literature mostly limits itself to discussing whether national culture matters for MCS. Hence, this focus is slightly misguided. Future studies should rather inquire which aspects of culture interacts with MCS across varying contexts.

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Zheng, Xiaofeng, Zhiying Liu, and Xiuyuan Gong. "Why does leader attention scope matter for innovation ambidexterity? The mediating role of transformational leadership." Leadership & Organization Development Journal 37, no. 7 (September 5, 2016): 912–35. http://dx.doi.org/10.1108/lodj-12-2014-0242.

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Purpose The purpose of this paper is to explore the role leader attention plays in the nurture of transformational leadership (TL) behavior, as well as the mechanism by which TL affects innovation ambidexterity, this research empirically studied the relationship between leader attention scope (LAS) and innovation ambidexterity (exploratory innovation and exploitative innovation) through the mediating role of TL. Further, the moderating effect of environmental dynamism (ED) on the relationship between TL and innovation ambidexterity was examined. Design/methodology/approach Empirical study was adopted by distributing questionnaires to high echelon leaders in mainland China to assess related variables. Structural equation modeling was used to examine the relationships of the variables based on the 188 returned questionnaires. Findings The results show that LAS had a positive effect on innovation ambidexterity, and the relationship was partially mediated by TL. ED negatively moderated the relationship between TL and innovation ambidexterity. Practical implications The results suggest that upper echelon leaders receive more unfamiliar, outward-oriented, and source-diverse information to broaden their attention scope. The broad outlook they get obliges them to engage in TL behavior which is beneficial for innovation ambidexterity. Originality/value Based on upper echelons theory, this research reveals the realization mechanism of innovation ambidexterity from the perspectives of leader attention and leadership behavior. This paper avoids the previous research limitation of prevalently employing demographic measurements to substitute for leaders’ psychological processes. The study of LAS also explains the formation mechanism of TL. ED is considered to examine the effectiveness of TL.

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Debby Ratna Daniel, Kadek Ernawan,. "The Influence of CEO Narcissism on Corporate Social Responsibility Disclosure." Jurnal Akuntansi 23, no. 2 (October 17, 2019): 253. http://dx.doi.org/10.24912/ja.v23i2.587.

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This study examined the influence of CEO narcissism on the corporate social responsibility disclosure. The research sample used in the study is mining companies listed on the Indonesia Stock Exchange for the 2015-2018 periods, with a total of 30 companies. Quantitative methods with multiple linear regression data analysis techniques were used in this study. The results of this study supported the research hypothesis that CEO narcissism has positive effects on the corporate social responsibility disclosure. CEO's tenure at the company, CEO ownership of company shares, debt to asset ratio and company size also affect the corporate social responsibility disclosure. The results of the study are consistent with the upper echelon theory that the organization is a reflection of its top management and the characteristics of top management influence the results of the organization. The results of this study contribute to the upper echelon research and corporate social responsibility disclosure.

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Ting, Irene Wei Kiong, Noor Azlinna Binti Azizan, and Qian Long Kweh. "Upper Echelon Theory Revisited: The Relationship between CEO Personal Characteristics and Financial Leverage Decision." Procedia - Social and Behavioral Sciences 195 (July 2015): 686–94. http://dx.doi.org/10.1016/j.sbspro.2015.06.276.

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KRAICZY, NILS D., ANDREAS HACK, and FRANZ W. KELLERMANNS. "THE RELATIONSHIP BETWEEN TOP MANAGEMENT TEAM INNOVATION ORIENTATION AND FIRM GROWTH: THE MEDIATING ROLE OF FIRM INNOVATIVENESS." International Journal of Innovation Management 19, no. 01 (January 22, 2015): 1550005. http://dx.doi.org/10.1142/s136391961550005x.

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Upper echelon theory and research on innovation have considered top management teams and their behaviour and characteristics as important factors that positively influence innovativeness and organizational outcomes. Yet, innovation research has mostly focused on individual new product projects, and their performance and impact on firm performance. Recent research has started to apply a more holistic view in terms of innovation, by considering firm-wide innovation instead of single new products. Upper echelon research has concentrated on direct relationships between top management team characteristics and organizational outcomes. But recent research calls for mediating effects of the relationship between top management team characteristics and organizational outcomes. Hence, this study introduces firm innovativeness as a mediator between top management team innovation orientation and firm growth. Focusing on small and medium-sized firms, which often represent highly innovative firms, results show that firm innovativeness fully mediates the relationship between top management team innovation orientation and firm growth. Implications and future research are discussed.

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Thomas, Anisya S., and Sherry E. Moss. "A Theoretical Examination of the Role of Personality in Research on Strategic Process." Psychological Reports 76, no. 2 (April 1995): 403–17. http://dx.doi.org/10.2466/pr0.1995.76.2.403.

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This paper incorporates an interdisciplinary approach to the study of the relationship between business strategy and top managers' personalities. The fundamental premise of this paper, derived from upper echelon theory, is that the study of managers within the context of their organizations or situations is more fruitful than the independent investigation of managers or organizations. The arguments are justified by drawing on studies from personality theory, career theory, and strategic management. Specific propositions concerning ideal matches between business-level strategies and managerial personality attributes are also developed, and their implications for organizational performance are discussed.

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Lee, Won Seok, Kyung-A. Sun, and Joonho Moon. "Application of upper echelon theory for corporate social responsibility dimensions: Evidence from the restaurant industry." Journal of Quality Assurance in Hospitality & Tourism 19, no. 3 (January 3, 2018): 387–414. http://dx.doi.org/10.1080/1528008x.2017.1421492.

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Reinmoeller, Patrick. "The knowledge-based view of the firm and upper echelon theory: exploring the agency of TMT." International Journal of Learning and Intellectual Capital 1, no. 1 (2004): 91. http://dx.doi.org/10.1504/ijlic.2004.004425.

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Amin, Muhammad, Jianfeng Wu, and Rungting Tu. "Signaling value of top management team." Chinese Management Studies 13, no. 3 (August 5, 2019): 531–49. http://dx.doi.org/10.1108/cms-04-2017-0097.

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Purpose The purpose of this paper is to integrate the upper echelon theory with signaling theory and examine the impact of top management team (TMT) on the initial public offering (IPO) performance of Chinese firms in the USA. Design/methodology/approach This study used Security Data Corporation (SDC) that is a central database for foreign IPOs in the USA. The authors identified 142 Chinese firms that issued stocks on the US markets between 2003 and 2014. This study used firm’s final prospectuses to collect data manually. Findings This study finds that the TMT characteristics such as functional heterogeneity and international exposure convey the positive signal of firm’s legitimacy to the US investors and increase the IPO performance. Originality/value This study extends the upper echelon perspective that has previously overlooked the signaling value of TMT characteristics in the foreign IPO studies. The top management plays an important role to the firm’s successful foreign market listing. Since China joined the WTO in 2001, a large number of Chinese firms have started IPOs in the USA, but there is a dearth of research on these firms. This study aims to contribute to the study of international business and management and describes that the TMT functional heterogeneity and international exposure have a significant role in the success of Chinese foreign IPOs.

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Da’as, Rima’a. "Teachers’ skill flexibility." International Journal of Educational Management 33, no. 2 (February 4, 2019): 287–99. http://dx.doi.org/10.1108/ijem-12-2017-0382.

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Purpose The purpose of this paper is to examine a model linking school principals’ strategic, interpersonal skills and teachers’ participation in decision making (PDM) to predict teachers’ skill flexibility (SF) during the implementation of educational reform. Design/methodology/approach From 113 randomly selected elementary schools in Israel that had undergone a reform called “New Horizon,” 1,482 teachers participated in the study. Data were analyzed through the multilevel structural equation modeling. Findings Results showed that only principals’ strategic skills lead to teachers’ PDM, which in turn predicts teachers’ SF. Furthermore, based on the upper echelon theory (Hambrick and Mason, 1984), principals’ strategic skills promoted teachers’ SF through teachers’ PDM. Research limitations/implications This research enables expanding the theoretical upper echelon model, both in the context of leaders’ skills and in their relation to change outcomes. Practical implications Using of strategic skills will help principals influence teachers to participate in decision making, adapt to the reform and promote their ability to use skills according to changing needs. Originality/value The results of this research emphasize the strategic role of school principals as the leaders of organizational change and promoters of its outcomes.

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Mahenthiran, Sakthi, Jane Lai Yee Terpstra-Tong, Robert Terpstra, and Shanthy Rachagan. "Impact of executive citizenship and organizational commitment on corporate social responsibility." Social Responsibility Journal 11, no. 2 (June 1, 2015): 387–402. http://dx.doi.org/10.1108/srj-04-2013-0040.

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Purpose – This Malaysian study aims to use upper echelons theory and social identity theory variables to determine the chief executive officer (CEO) characteristics and attitudes associated with economic corporate social responsibility (CSR), legal-ethical CSR and discretionary CSR in Malaysian firms. The authors hypothesize that CSR engagements in the form of altruistic behaviour, with executives being part of the upper echelon, would tend to be expressing their values at individual level through the firm if they are affectively committed to their company. Design/methodology/approach – Using a sample of 151 Malaysian firms that took part in an annual CEO survey in 2010, the study measures executive citizenship as CEOs’ having critical attitude towards public issues such as public transportation, public education and crime. Hierarchical regression analyses are used to associate the CEO attitudes with the firms CSR. Findings – The authors find that executive citizenship attitude is significant and positively related to firm’s legal–ethical CSR. The authors also find that executive organizational commitment has a significant positive impact on dimensions of CSR. Additionally, the executive tenure impacts the level of philanthropic CSR of the firm. Originality/value – In Malaysia, firms have a strong incentive to engage in CSR to enhance their reputation and legitimacy because of the government’s influence on commercial activities. Our study is the first to examine how this notion of legitimization efforts at the individual level affects firms CSR activities.

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Dubey, Rameshwar, Angappa Gunasekaran, Stephen J. Childe, Thanos Papadopoulos, and Petri Helo. "Supplier relationship management for circular economy." Management Decision 57, no. 4 (April 18, 2019): 767–90. http://dx.doi.org/10.1108/md-04-2018-0396.

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PurposeWith considerable international awareness of circular economy (CE), the purpose of this paper is to propose a theoretical framework, informed by institutional theory and upper echelon theory (UET), to explain how top management commitment (TMC) mediates the relationship between external pressures and supplier relationship management (SRM) practices for CE.Design/methodology/approachThe authors test the hypotheses using cross-sectional data gathered using a survey of companies involved in sustainability practices.FindingsThe results of the hierarchical regression and mediating regression analyses suggest that TMC positively mediates the effect of external institutional pressures on SRM.Originality/valueThe authors advance existing theory by integrating institutional theory and UET to explain SRM practices in sustainable supply networks. Furthermore, the authors offer guidance to managers who would like to engage in leveraging SRM in sustainable supply networks and outline future research directions.

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Jin, Linlin, Kristen Madison, Nils D. Kraiczy, Franz W. Kellermanns, T. Russell Crook, and Jing Xi. "Entrepreneurial Team Composition Characteristics and New Venture Performance: A Meta–Analysis." Entrepreneurship Theory and Practice 41, no. 5 (September 2017): 743–71. http://dx.doi.org/10.1111/etap.12232.

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Upper echelon theory highlights the importance of top management teams in large and established firms; however, effects are not always clear outside of this context. Due to the unique nature of new ventures, the composition of entrepreneurial teams and its effects on performance is worthy of investigation. Accordingly, we meta–analyze the effect of three characteristics of entrepreneurial team composition (i.e., aggregated, heterogeneity, team size) on new venture performance. Our meta–analysis, which includes 55 empirical samples and 8,892 observations, finds significant and unique effects of entrepreneurial team characteristics on new ventures. Based on our findings, we derive avenues for future research.

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Chuang, Ta‐Tao, Kazuo Nakatani, and Duanning Zhou. "An exploratory study of the extent of information technology adoption in SMEs: an application of upper echelon theory." Journal of Enterprise Information Management 22, no. 1/2 (February 13, 2009): 183–96. http://dx.doi.org/10.1108/17410390910932821.

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Lee, Won Seok, Insin Kim, and Joonho Moon. "Determinants of restaurant internationalization: an upper echelons theory perspective." International Journal of Contemporary Hospitality Management 28, no. 12 (December 12, 2016): 2864–87. http://dx.doi.org/10.1108/ijchm-02-2015-0048.

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Purpose The purpose of this research is to account for the internationalization of restaurants. The conceptual framework of upper echelons theory is applied to identify the demographic determinants of internationalization among chief executive officers (CEOs). Design/methodology/approach Data from 30 restaurant firms for the period 1999-2013 were collected from a variety of sources, primarily Compustat and Execucomp, based on Standard Industrial Classification (SIC) code 5812, the annual 10-K and public information. A panel feasible generalized least squares model was used as the main instrument of analysis. Findings The findings indicate that the CEO gender and share ownership negatively affect the internationalization of restaurant companies, whereas size, the extent of franchising, the type of restaurant and stock options positively affect the degree of internationalization. Additionally, an inverted U-shaped relation exists between CEO tenure and the degree of internationalization. Practical implications The presented information may provide shareholders and boards of directors with valuable guidelines regarding the assignment of appropriate managers depending on the extent to which their companies are pursuing internationalization strategies. Originality/value Most studies in hospitality sectors have focused only on accounting-based measures to explain strategic decision-making, although proponents of upper echelons theory have argued that CEO attributes influence strategic decisions/changes. This study contributes to the literature on hospitality by identifying the effects of CEO characteristics on internationalization decisions.

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Yamak, Sibel, Sabina Nielsen, and Alejandro Escribá-Esteve. "The Role of External Environment in Upper Echelons Theory." Group & Organization Management 39, no. 1 (December 27, 2013): 69–109. http://dx.doi.org/10.1177/1059601113511663.

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Bassyouny, Hesham, Tarek Abdelfattah, and Lei Tao. "Beyond narrative disclosure tone: The upper echelons theory perspective." International Review of Financial Analysis 70 (July 2020): 101499. http://dx.doi.org/10.1016/j.irfa.2020.101499.

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Hiebl, Martin R. W. "Upper echelons theory in management accounting and control research." Journal of Management Control 24, no. 3 (December 18, 2013): 223–40. http://dx.doi.org/10.1007/s00187-013-0183-1.

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Alazzani, Abdulsamad, Ahmed Hassanein, and Yaseen Aljanadi. "Impact of gender diversity on social and environmental performance: evidence from Malaysia." Corporate Governance: The International Journal of Business in Society 17, no. 2 (April 3, 2017): 266–83. http://dx.doi.org/10.1108/cg-12-2015-0161.

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Purpose This study is guided by the upper echelon theory and argues that the role of females on boards of directors may differ between cultures. In a culture where the community has a significant humane orientation, female directors may pay much more attention to the social issues of corporate sustainability rather than environmental issues. Therefore, this study aims to differentiate between the social and environmental performances of companies to examine whether the presence of females on the boards of directors of Malaysian firms could affect social and environmental performances differently. Design/methodology/approach This study uses a sample of firms listed in Bursa Malaysia and develops two disclosure indices to measure social and environmental performances. Three proxies of female directors are used in the empirical models. The ordinary least square model is used to test the hypothesis. Findings The empirical results suggest a positive association between social performance and the presence of female directors on the board of directors of Malaysian firms. However, no association was found between environmental performance and the presence of female directors on those boards. These results confirm the prediction of this study that the female directors of Malaysian firms pay more attention to social issues than to environmental ones. Originality/value This is the first study to examine the effects of the presence of female directors on Malaysian firms’ boards of directors on social and environmental performance. It also contributes to the upper echelon theory by illuminating the importance of gender diversity in influencing the social and environmental behaviors of corporate leaders. The results provide the important implication that the association between a firm’s social and environmental performance and gender diversity depends on the culture within which the company operates.

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Hiebl, Martin R. W. "Finance managers in family firms: an upper-echelons view." Journal of Family Business Management 7, no. 2 (July 10, 2017): 207–20. http://dx.doi.org/10.1108/jfbm-07-2016-0014.

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Purpose Informed by upper echelons theory, the purpose of this paper is to synthesize the current knowledge on finance managers in family firms and to suggest valuable future research avenues. Design/methodology/approach The paper is organized as a theory-informed literature review. Based on a keyword search in electronic databases, 17 journal articles that deal with finance managers in family firms were identified. In light of upper echelons theory, the results of these articles were analyzed and future research needs were identified. Findings Overall, the current knowledge on finance managers in family firms is scant and fragmented. At the same time, this paper’s review findings indicate that finance managers can play decisive roles in family firms, which is why we need further research on their roles. Upper echelons theory is suggested in this paper as a theoretical framework that is well suited to guide such further research. Originality/value This is the first review of the academic literature on finance managers in family firms. Its main value lies in providing a theory-informed synthesis of current research on this topic and highlighting fruitful future research avenues.

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Al-Tarawneh, Hussien Ahmad, and Mania Moayyad Mubaslat. "Design and Use of Management Accounting and Control Systems in the Jordanian Universities' Faculties." International Journal of Accounting and Financial Reporting 1, no. 1 (January 13, 2012): 242. http://dx.doi.org/10.5296/ijafr.v1i1.773.

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Drawing on upper echelon theory and focusing on the context of higher education reforms in Jordan within new public management in university faculties/colleges, this study investigates the diagnostic versus interactive uses of management control systems by Deans/Pro-Vice Chancellors of Faculties/Colleges (hereafter called Faculty PVCs). It seeks to identify how the professional and experiential characteristics of these senior academic executives and the structure of their Faculty, impact on their managerial and collegial orientation as reflected in their approach to using management controls. A mail survey of Faculty PVCs is conducted amongst a census of all Faculties/Colleges of all universities in Jordan. Supplementing this survey are semi-structured interviews with the PVC of the business and science Faculty at a large Jordanian university. Results reveal that PVCs who have had a longer career in higher education tend to use MCSs more interactively (or collegially). There is also evidence that as PVCs hold their current position for longer periods; they tend to move from an early diagnostic use of MCSs to a subsequent interactive use. Further, the higher the complexity of a Faculty the more PVC will adopt an interactive approach to MCS use. Other PVC and Faculty characteristics did not reveal patterns of significant influence on the interactive or diagnostic use of MCSs. A key revelation from interviews is that PVCs will give over-riding importance to meeting centrally-set diagnostically-focused KPI, but still take a collegial approach within their Faculty to the broader use of MCSs. The findings lend limited support to upper echelons theory, but provide grounding for further research into the impact that a managerial versus a collegial approach by PVCs/Deans may have on their Faculty’s growth in innovative capacities, teaching qualities or financial strength.

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Troy, Carmelita, Ken G. Smith, and Madeline A. Domino. "CEO demographics and accounting fraud: Who is more likely to rationalize illegal acts?" Strategic Organization 9, no. 4 (November 2011): 259–82. http://dx.doi.org/10.1177/1476127011421534.

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This article proposes that key CEO demographic factors reflect alternative modes of rationalizing the choice to engage in and/or facilitate accounting fraud. Specifically the authors theorize that younger, less functionally experienced CEOs and CEOs without business degrees will be more likely to rationalize accounting fraud as an acceptable decision. Based on a sample of 312 fraud-committing and control firms, the study finds support for the authors’ predictions. It also finds that CEO stock options (a form of executive equity incentive) also predict fraud, and that this relationship is not moderated by CEO demographics. The study thus extends upper echelon theory by demonstrating how key demographic variables influence CEO decisions to rationalize accounting fraud.

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Banbhan, Ashfaque, Xinsheng Cheng, and Nizam Ud Din. "Financially Qualified Members in an Upper Echelon and Their Relationship with Corporate Sustainability: Evidence from an Emerging Economy." Sustainability 10, no. 12 (December 10, 2018): 4697. http://dx.doi.org/10.3390/su10124697.

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Non-observable board diversity is an important organizational strategy for improving the long-term growth and survivability of firms. The involvement of corporate sustainability (CS) in top management teams has led to effective boards. By using agency theory, we stress how financially qualified directors (FQD) in audit committees (ACs) may positively or negatively affect the practice of earnings management (EM). We also use various theories to explain how a powerful chief executive officer (CEO) complicates the effectiveness of AC and reduces their ability to detect EM practices. Using a sample of 1020 firm-year observations representing 204 non-financial listed Pakistani firms during 2013–2017, we find that the presence of FQD on the AC is associated with lower levels of EM. Our analysis shows that this effect is driven by the level of FQDs’ accounting knowledge.

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YOUNG, MICHAELl N. "A TEST OF UPPER ECHELONS THEORY IN CHINESE SHAREHOLDING ENTERPRISES." Academy of Management Proceedings 2003, no. 1 (August 2003): J1—J6. http://dx.doi.org/10.5465/ambpp.2003.13792604.

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Abatecola, Gianpaolo, and Matteo Cristofaro. "Hambrick and Mason’s “Upper Echelons Theory”: evolution and open avenues." Journal of Management History 26, no. 1 (October 26, 2018): 116–36. http://dx.doi.org/10.1108/jmh-02-2018-0016.

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Purpose How has upper echelons theory (UET) (Hambrick and Mason, 1984) been evolving over time? Through the historical discussion, this paper aims to provide an updated – and also innovative from some aspects – big picture on this famous approach to strategic management. In fact, after more than 30 years since its original conceptualization, the authors believe that the UE field is mature enough for a critical attempt to provide all those scholars and practitioners interested in strategic leadership with a comprehensive ground for future analyses, a ground which, to the authors’ knowledge, is still missing. Design/methodology/approach The authors mostly use a historical narrative to offer a critical account of the conceptual and methodological developments occurring under UE lenses over time. The authors believe that the historical approach can be particularly useful because it can help understand and explain why and how these developments have been conjectured and implemented. Findings Two mainly intertwined insights emerge from our analysis: on the one hand, the developments subsequent to the seminal 1984 UE model have gradually, although constantly, reduced its strongly voluntarist assumptions on strategic leadership toward more moderated co-evolutionary lenses; on the other hand, the emerging psychological and cognitive moderators of UE variables are presently reinforcing the centrality of dominant coalitions, in that they affect their decision-making processes and strategic choices. Originality/value From the critical discussion, a possible updated UE model based on co-evolutionary lenses finally emerges. Prospective research avenues in this management field are also provided.

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Zhou, Zhao, and Robert Verburg. "Open for business: The impact of creative team environment and innovative behaviour in technology-based start-ups." International Small Business Journal: Researching Entrepreneurship 38, no. 4 (January 11, 2020): 318–36. http://dx.doi.org/10.1177/0266242619892793.

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Rather than the view of the entrepreneur as a ‘lone ranger’, recent work has focused on the importance of teams in bringing a start-up to growth and success. Here, we aim to bridge the gap between the individual characteristics of entrepreneurs and the characteristics of their teams by examining openness of founders in relation to creative team environment (CTE), innovative work behaviour (IWB) and performance. On the basis of upper echelon theory and integrating other complementary theories such as the attention-based view, we develop a theoretical framework and test this using a survey of 322 high-tech entrepreneurs. Our findings suggest a mediating role of CTE and IWB in the relation between openness of entrepreneurs and performance. The implications of the results for managerial practices and future research directions are discussed.

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Iqbal, Qaisar, Noor Hazlina Ahmad, and Zeyun Li. "Frugal-based innovation model for sustainable development: technological and market turbulence." Leadership & Organization Development Journal 42, no. 3 (February 2, 2021): 396–407. http://dx.doi.org/10.1108/lodj-06-2020-0256.

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PurposeThis study draws on the upper echelon perspective and effectuation theory to put insights on the relationship between sustainable leadership and sustainable performance.Design/methodology/approachThe study had adopted the cluster-sampling approach to collect data from 500 small and medium enterprises (SMEs) established in China and India with 46.60% response rate. The SmartPLS 3.0 was employed for data analysis.FindingsThis study verified the mediating role of frugal innovation in emerging markets. Both market and technological turbulence significantly moderated the sustainable leadership-frugal innovation relationship. Nevertheless, the effect of sustainable leadership on frugal innovation did not vary for the different values of entrepreneurial bricolage.Originality/valueThis article contributes by revealing the moderating effect of market and technological turbulence as moderator. Greater market and technological turbulence led to greater impact of sustainable leadership practices on frugal innovation.

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Gaitho, Peter Rigii, and Zachary Bolo Awino. "STRATEGIC LEADERSHIP AND SERVICE DELIVERY IN AFRICAN CONTEXT." International Journal for Innovation Education and Research 6, no. 11 (November 30, 2018): 31–42. http://dx.doi.org/10.31686/ijier.vol6.iss11.1213.

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The general objective of the study was to determine whether ethical practices and organizational structure influence the relationship between strategic leadership and service delivery of County Governments in Kenya. The findings would aid the audit, review and strengthening of existing policies aimed at ensuring good ethical practices in public entities. The relevant theories reviewed for this study were the New Public Management (NPM) theoretical perspective, upper echelon theory, institutional theory and principal agent theory. This study used a positivism research philosophy. The study used a cross sectional survey. The target population for the study was drawn from the 47 Counties in Kenya as per 2010 constitution. The study used both primary and secondary data which were collected using questionnaires, interviews and desk review. Data analysis took place at two levels – descriptive statistics level and inferential statistics level. The study found that the entire hypothesis tested were statistically significant and thus supported by the study. It was therefore recommended that county governments must understand the service delivery dimensions in order to carry out frequent analysis and develop strategic leadership concepts relevant to their counties.

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Torrez, Julian Miranda. "Theoretical fundamentals of the gility of strategic decisions / Fundamentos teoricos de la gilidad de las decisiones estratégicas." Brazilian Journal of Business 3, no. 3 (August 2, 2021): 2228–44. http://dx.doi.org/10.34140/bjbv3n3-016.

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In the theory of organization and strategic management, the adaptation or adjustment of the organization with the highly dynamic environment was studied. Strategic decisions play the role of relating the environment with the organization. The objective of the document was to present the theoretical foundations of the agility of strategic decisions as a contribution to the theory of decisions. The dynamism of the environment is an important factor that influences organizations and managers to be more agile in making strategic decisions in order to take advantage of opportunities, face risks, survive in the market and achieve high performance. Perspectives are proposed as a theoretical foundation: strategic choice, "upper echelon", organizational capabilities, organizational agility and dynamic capabilities. A methodology based on a systematic review of the literature was applied. As a result, a theoretical framework is proposed for the study of decisions considering the dynamism of the environments and the attributes of the organizations. It is an important contribution to decision-making theory, by incorporating the concepts of agility, strategies, dynamism of the environment and the adaptation of the organization to the environment.

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Neely, Brett H., Jeffrey B. Lovelace, Amanda P. Cowen, and Nathan J. Hiller. "Metacritiques of Upper Echelons Theory: Verdicts and Recommendations for Future Research." Journal of Management 46, no. 6 (March 12, 2020): 1029–62. http://dx.doi.org/10.1177/0149206320908640.

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After more than 35 years, Hambrick and Mason’s upper echelons theory (UET) stands as one of the most influential perspectives in management research. However, as the literature and its attendant reviews have become more numerous and specialized, discussion of the fundamental conceptual and methodological critiques leveled against research utilizing the UET perspective has grown fragmented. As such, the first aim of the present review is to identify and synthesize a set of common critiques levied against UET research. In doing so, we unpack important nuance within each critique while establishing a common vocabulary to facilitate greater consistency in how these critiques are discussed by scholars, editors, and reviewers. Next, we analyze the past decade of UET research (i.e., empirical and conceptual articles) to provide a progress report on the state of the literature as it pertains to each critique. Based on this analysis, we issue a “verdict,” providing clear guidance on what issues still need to be resolved and offering clear recommendations for UET scholars moving forward. Finally, we close by taking stock of how our recommendations position UET scholars to embrace the task of providing impactful insights on emerging challenges facing top executives.

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Oirya, John J. "Developing the Generational Theory in the Upper Echelons of Entrepreneurial Firms." Academy of Management Proceedings 2015, no. 1 (January 2015): 12961. http://dx.doi.org/10.5465/ambpp.2015.12961abstract.

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Mwangi, Patriciah G., Zachary B. Awino, Kennedy O. Ogollah, and Ganesh P. Pokhariyal. "Competitive Repertoire Complexity: A Potential Mediator in the Upper Echelons Propositions?" International Journal of Business and Management 13, no. 10 (September 6, 2018): 83. http://dx.doi.org/10.5539/ijbm.v13n10p83.

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This study sought to evaluate the relationships between top management team (TMT) heterogeneity, competitive repertoire complexity and firm performance. The study was grounded on the upper echelons theory which argues that the TMT characteristics affect the organization’s performance through their influence on strategic choices. This study sought to investigate this relationship using the complete array of strategies deployed by heterogeneous TMTs. The study was conducted through a cross sectional descriptive survey of 53 large food and beverage manufacturers in Kenya. Primary data and secondary data was collected through a structured questionnaire and checklist respectively and analyzed by descriptive and inferential statistics. The study established that TMT heterogeneity had a significant negative effect on financial, internal processes and social performance in line with the upper echelons theory. Competitive repertoire complexity was not associated with TMT heterogeneity and did not significantly mediate the relationship between TMT heterogeneity and firm performance as expected from the information processing theory. This study contributed to the strategic management field by providing empirical evidence to the upper echelons and resource based view. Managers would benefit by careful consideration of how their TMTs were designed. Policy makers would also be aware about the competitive actions they adopted and their effect on their organizations performance.

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Xu, Jianzhong, Kumchol Yun, Fu Yan, Paeksan Jang, Jonggun Kim, and Cholho Pang. "A Study on the Effect of TMT Characteristics and Vertical Dyad Similarity on Enterprise Achievements." Sustainability 11, no. 10 (May 22, 2019): 2913. http://dx.doi.org/10.3390/su11102913.

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The top management team (TMT) is a key resource for an enterprise’s sustainability, and the study of TMT characteristics is very important to explain the factors involved in an enterprise’s development. In order to comprehensively evaluate the impact of TMT characteristics on enterprise performance in China, the effect of average characteristics and vertical dyad characteristics of TMTs on enterprises performance was researched in this paper. This study is based on upper echelon theory, the similarity–attraction paradigm, and social categorization theory, stemming from the dual perspectives of social psychology and social politics. The concept of chairperson–TMT vertical dyad similarity is first proposed as a TMT characteristic, and the effect of vertical dyad similarity on enterprise performance is empirically analyzed using panel data from 235 manufacturing small- and medium-sized enterprise (SME) samples. The findings demonstrated that TMT average tenure, TMT age vertical dyad similarity, and tenure vertical dyad similarity have a significant positive effect on enterprise performance, while TMTs’ other average characteristics and chairperson–TMT vertical dyad differences have no significant effect on enterprise performance.

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Jing, Luo, and Joonho Moon. "Airline Chief Executive Officer and Corporate Social Responsibility." Sustainability 13, no. 15 (August 2, 2021): 8599. http://dx.doi.org/10.3390/su13158599.

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The aim of this research is to explore the determinants of airline CSR. Stakeholder theory is the theoretical underpinning. Chief executive officers (CEOs) are the research target, which is theoretically underpinned by upper echelon theory. For data collection, this study used data from COMPUSTAT, EXECUCOMP, KLD MSCI, LinkedIn, and the Bureau of Economic Analysis. Standard industry classification code 4512 was employed to obtain information on airline companies. Moreover, the number of observations was 154, the number of firms was 15, and the study period was 1999–2016. CSR domains include employment, the environment, and the product. The explanatory attributes are the CEO’s age, tenure, education, share ownership, stock option, and duality. Ordinary least squares and feasible generalized least squares regression analyses were executed for hypothesis testing. Regarding the results, employment CSR was positively affected by CEO age. This study found an inverted U-shaped relationship between CEO tenure and environmental CSR. Environmental CSR was also negatively influenced by stock options. Product CSR was positively associated with CEO age, whereas it was negatively associated with CEO duality.

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Evert, Robert E., G. Tyge Payne, Curt B. Moore, and Michael S. McLeod. "Top Management Team Characteristics and Organizational Virtue Orientation: An Empirical Examination of IPO Firms." Business Ethics Quarterly 28, no. 4 (June 29, 2018): 427–61. http://dx.doi.org/10.1017/beq.2018.3.

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ABSTRACT:Despite extensive research on organizational virtue, our understanding about factors that promote virtue within organizations remains unclear. Drawing on upper echelon theory, we examine the relationship between five top management team (TMT) characteristics and organizational virtue orientation (OVO)—the integrated set of values and beliefs that support ethical traits and virtuous behaviors of an organization. Specifically, we utilize prospectuses of initial public offering (IPO) firms and 10-K post-IPO filings to explore how TMT composition with respect to member age, tenure, education, functional background, and gender influences OVO. Additionally, we examine the moderating effects of organizational size, and argue that the more expansive structures and processes associated with larger organizations diminish the main relationships. Our findings, using two sources of data, are consistent, but somewhat mixed in their support for our hypotheses. Overall, TMT characteristics do appear to influence OVO, but in more complex and counterintuitive ways than initially expected.

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Pangestu, Stevanus, and Christiana Fara Dharmastuti. "What characteristics of board of directors affect Indonesian bank performance?" International Journal of Accounting and Economics Studies 6, no. 1 (March 1, 2018): 48. http://dx.doi.org/10.14419/ijaes.v6i1.9278.

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The sustainability of a firm is determined by the effectiveness of its board of directors. Hambrick and Mason’s Upper Echelon theory states that management characteristics could predict organizational outcomes. This study examines the effects of the characteristics of board of directors on the performance of publicly-traded banks in Indonesia. The measures of board characteristics are educational attainment, presence of independent directors, employment of foreign directors, compensation of directors, and age of directors. Our 58 firm-year observations from 2014-2015 were analyzed using fixed effects model. We find evidence that bank profitability is (i) positively affected by doctorate education of board members and (ii) negatively affected by remuneration of top executives. Based on our findings, we would suggest corporations to: comply with governmental regulations regarding the employment of independent directors, align the interest between principals and agents to eliminate agency problem, and accommodate board members with scholarships designated for academic development.

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Li, Peng-Yu, and Fang-Yi Lo. "Top management teams’ managerial resources and international diversification." Management Decision 55, no. 9 (October 16, 2017): 1999–2017. http://dx.doi.org/10.1108/md-06-2016-0364.

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Purpose The purpose of this paper is to incorporate the resource-based perspective with upper echelon theory to examine the effect of top management teams’ (TMTs) managerial resources on international diversification. Design/methodology/approach The authors sampled 360 listed companies in the USA that operated in the information technology industry in 2009, the year after the financial crisis. Findings The findings show that TMTs’ tenure has a negative impact on international diversification but international experience exerts a positive impact on international diversification. Furthermore, TMTs’ educational background diversity and international experience contribute to a reduction in the negative effect of tenure on international diversification. Originality/value Prior studies have investigated the role of TMT in international diversification, but they pay less attention to the interactive effect of the variety of managerial resources on international diversification. In particular, the authors examined the effect of a variety of management resources on the level of international diversification under the uncertain environment.

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Belsito, Carrie A., Christopher R. Reutzel, and Jamie D. Collins. "Human resource executives and post-IPO firm growth." Journal of Organizational Change Management 31, no. 7 (November 12, 2018): 1401–18. http://dx.doi.org/10.1108/jocm-12-2017-0460.

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Purpose The purpose of this paper is to examine the relationship between human resource (HR) executive representation in top management and the growth of newly public firms. It draws upon research on strategic leadership, strategic HR management and Penrose’s theory of firm growth to consider the role of HRs executives in addressing demands placed upon top managers in the pursuit of firm growth. This study attempts to extend the focus of research on the influence of HR executives on organizational outcomes Design/methodology/approach In order to test study hypotheses, this study analyses data from a sample of US newly public firms that underwent initial public offerings (IPO) during the 2007 calendar year. Study data were analyzed using ordinary least squares regression in order to test study hypotheses. Findings This study provides general support for study hypotheses. First, HR executive presence in top management was found to be positively related to post-IPO firm growth. Second, upper echelon size and the number of firm employees were found to weaken the positive effect of HR executive presence in top management on post-IPO firm growth. Research limitations/implications As a consequence of study design, the results found in this study may be limited with respect to their external validity. Therefore, researchers and practitioners are encouraged to use caution before generalizing study findings to other contexts. Practical implications This study provides implications for top management team staffing and the pursuit of firm growth. Newly public firms appear to benefit in terms of firm growth by including HR executives in top management. The benefits of doing so appear to be reduced for newly public firms as the size of their upper echelons and number of employees increase. Originality/value This study extends research on the firm level consequences of HR executive presence in top management as well as research on factors which influence firm growth.

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Hattke, Fabian, and Steffen Blaschke. "Striving for excellence: the role of top management team diversity in universities." Team Performance Management: An International Journal 21, no. 3/4 (June 8, 2015): 121–38. http://dx.doi.org/10.1108/tpm-03-2014-0019.

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Purpose – The purpose of this paper is to evaluate the influence of top management team diversity on academic excellence in universities. Academic excellence is conceptualized as successfully gaining funds for inter-organizational research collaborations, interdisciplinary graduate schools and high-ranked scientific reputation. Design/methodology/approach – The study applies upper echelon theory to universities. Three hypotheses are developed: (overall) top management team heterogeneity is positively associated with successful funding of excellence clusters, (overall) top management team heterogeneity is positively associated with successful funding of graduate schools and (overall) top management team heterogeneity is positively associated with academic reputation. The empirical study is based on a cross-sectional dataset with a time lag, covering characteristics of 75 German public universities from 2008 to 2013. Multiple-regression analysis is applied to test the hypotheses. Findings – Our results indicate that disciplinary and educational diversity of upper echelons has a positive effect on the outcomes. Other top management team characteristics (age, gender, etc.) show no significant effects. Besides top management team composition, we find that a high number of faculties and a broad inclusion of internal status groups (students, tenured faculty, academic and administrative staff) and external stakeholders in decision making processes may enhance academic excellence of universities. Research limitations/implications – First, the study contributes to the body of literature concerned with higher education. It is situated at the crossroads of management studies and higher education research, unlocking strategic management theorizing for the public context. Furthermore, the study contributes to the body of literature on strategic leadership in pluralistic organizations. It highlights the importance of heterogeneous governance structures and modular organization designs for achieving academic excellence. Practical implications – The paper may inform practitioners in administrative or leading positions and policy-makers concerned with higher education. The more diverse a top management team is in terms of multiple disciplinary backgrounds, the more likely they succeed in driving the university toward academic excellence. Originality/value – The study is among the first to evaluate the influence of top management teams in universities with a quantitative research design.

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Hill-Esler, Chelsey. "Determinants of Process Change Outcome." International Journal of Business Intelligence Research 4, no. 4 (October 2013): 45–60. http://dx.doi.org/10.4018/ijbir.2013100104.

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This research looks to explore business process change within an institutional framework to determine its applicability in identifying determinants of success and failure in Business Process Change efforts. While there are many reasons suggested for failure, elements of the process involving the human factor are the primary area of concern for this study. An extensive literature review of 63 Business Process Change(BPC), including Business Process Reengineering(BPR), Total Quality Management(TQM), Lean Manufacturing(LM), Six Sigma and Continuous Process Improvement(CPI) case studies was conducted to determine the preliminary success/failure factors. The factors that are being investigated in this study are: industry type, number of employees, process change type, change response type, upper management support, lower echelon support, performance measurements, initial change focus and downsizing made during process change. The target variable is the process change outcome. The primary purpose of this study is to examine possible factors that either promote or inhibit success in process change efforts. The factors chosen for inclusion are those that are most closely associated with institutional theory and the human elements associated with process change in the workplace. This information will contribute to the existing research suggesting the congruence between Institutional Theory and Organization Change Theory.

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Journal articles on the topic 'The upper echelon theory'

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