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Journal articles on the topic 'Top management teams'

Author: Grafiati

Published: 4 June 2021

Last updated: 2 February 2022

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1

Kippenberger, T. "Problems with top management teams." Antidote 2, no. 3 (1997): 25–26. http://dx.doi.org/10.1108/eum0000000006342.

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2

West, Michael A., and Neil R. Anderson. "Innovation in top management teams." Journal of Applied Psychology 81, no. 6 (1996): 680–93. http://dx.doi.org/10.1037/0021-9010.81.6.680.

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3

Hurst, David K., James C. Rush, and Roderick E. White. "Top management teams and organizational renewal." Strategic Management Journal 10, S1 (1989): 87–105. http://dx.doi.org/10.1002/smj.4250100708.

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4

Clark, Frances. "Creating top flight teams." International Journal of Project Management 16, no. 4 (1998): 267. http://dx.doi.org/10.1016/s0263-7863(97)00049-5.

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5

Ozer, Mine. "Top management teams and corporate political activity: Do top management teams have influence on corporate political activity?" Journal of Business Research 63, no. 11 (2010): 1196–201. http://dx.doi.org/10.1016/j.jbusres.2009.10.017.

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6

Carson, Charles M., Don C. Mosley, and Scott L. Boyar. "Performance gains through diverse top management teams." Team Performance Management: An International Journal 10, no. 5/6 (2004): 121–26. http://dx.doi.org/10.1108/13527590410556845.

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7

Heijltjes, Mariëlle, René Olie, and Ursula Glunk. "Internationalization of Top Management Teams in Europe." European Management Journal 21, no. 1 (2003): 89–97. http://dx.doi.org/10.1016/s0263-2373(02)00156-1.

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8

Johnson, Andrew Franklin, and Bruce C. Rudy. "Top Management Teams and Corporate Political Activity." Academy of Management Proceedings 2015, no. 1 (2015): 13728. http://dx.doi.org/10.5465/ambpp.2015.13728abstract.

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9

Young, Chaur‐Shiuh. "Top management teams’ social capital in Taiwan." Journal of Intellectual Capital 6, no. 2 (2005): 177–90. http://dx.doi.org/10.1108/14691930510592780.

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10

Park, KoEun. "Pay disparities within top management teams and earning management." Journal of Accounting and Public Policy 36, no. 1 (2017): 59–81. http://dx.doi.org/10.1016/j.jaccpubpol.2016.11.002.

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11

John, R. Sparks. "Do Top Management Teams Need Chief Marketing Officers?" Academy of Management Perspectives 22, no. 2 (2008): 101–3. http://dx.doi.org/10.5465/amp.2008.32739763.

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12

Houghton, Susan, Carl P. Zeithaml, and Thomas S. Bateman. "COGNITION AND STRATEGIC ISSUES IN TOP MANAGEMENT TEAMS." Academy of Management Proceedings 1994, no. 1 (1994): 372–76. http://dx.doi.org/10.5465/ambpp.1994.10345890.

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13

Luo, Wenhong. "The Inclusion of CIOs in Top Management Teams." Information Resources Management Journal 29, no. 3 (2016): 37–52. http://dx.doi.org/10.4018/irmj.2016070103.

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The inclusion of the CIO in the top management team (TMT) is one indicator of how top executives view the role of IT within their firms. This study draws upon the upper echelons theory to examine the organizational factors contributing to the CIO inclusion. A panel data set is used to empirically test the hypotheses. The results show that TMT age and firm diversification are found to be linked to the CIO inclusion. The study contributes to an understanding of the relationship between the CIO and TMT and provides a potential measure of IT importance within firms.

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14

Aversa, Paolo, Simone Santoni, and Alessandro Marino. "Top Management Teams And Vertical Alliance Portfolio Variety." Academy of Management Proceedings 2015, no. 1 (2015): 18407. http://dx.doi.org/10.5465/ambpp.2015.18407abstract.

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15

Morais-Storz, Marta, Alf Steinar Sætre, and Amy C. Edmondson. "Unpacking Strategic Problem Formulation in Top Management Teams." Academy of Management Proceedings 2019, no. 1 (2019): 16700. http://dx.doi.org/10.5465/ambpp.2019.16700abstract.

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16

Li, Peng-Yu, and Fang-Yi Lo. "Top management teams’ managerial resources and international diversification." Management Decision 55, no. 9 (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, TM

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17

Camelo-Ordaz, Carmen, Joaquin García-Cruz, and Elena Sousa-Ginel. "Antecedents of relationship conflict in top management teams." International Journal of Conflict Management 25, no. 2 (2014): 124–47. http://dx.doi.org/10.1108/ijcma-06-2012-0054.

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Purpose – The aim of this paper is to analyze the influence of two categories of conflict antecedents – input and behavior antecedents – on the level of relationship conflict (RC) in top management teams (TMTs). The authors apply a process view to conflict, and consider that the effect of the input antecedents on RC may be mediated by a behavioral antecedent: behavioral integration. Design/methodology/approach – Using a survey instrument, multi-informant data were collected from 64 TMTs. An aggregation and measurement analysis was performed. To test the hypotheses of mediation, bootstrapping p

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18

Camelo, Carmen, Mariluz Fernández‐Alles, and Ana B. Hernández. "Strategic consensus, top management teams, and innovation performance." International Journal of Manpower 31, no. 6 (2010): 678–95. http://dx.doi.org/10.1108/01437721011073373.

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19

Krishnan, Hema A., and Daewoo Park. "A few good women—on top management teams." Journal of Business Research 58, no. 12 (2005): 1712–20. http://dx.doi.org/10.1016/j.jbusres.2004.09.003.

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20

Michie, Susan G., Robert S. Dooley, and Gerald E. Fryxell. "Unified diversity in top‐level teams." International Journal of Organizational Analysis 14, no. 2 (2006): 130–49. http://dx.doi.org/10.1108/10553180610742764.

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21

Chidiac, May, and Mireille Chidiac El Hajj. "Top management diversity: A survey of Lebanese journalists in top media teams." Corporate Ownership and Control 16, no. 1 (2018): 40–49. http://dx.doi.org/10.22495/cocv16i1art5.

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The media community in Lebanon has currently recognized the importance of women journalists’ role; few papers, however, have sought to discuss why they are still underrepresented in governance positions. Despite making up a majority and being active in the media field, Lebanese women journalists are still excluded from top management positions. This paper studies the factors that hinder them from climbing the ladder to top levels. It examines the status of women journalists in leadership positions in the media field, studies the obstacles and the barriers, and explores the glass ceiling they f

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22

Heavey, Ciaran, and Zeki Simsek. "Distributed Cognition in Top Management Teams and Organizational Ambidexterity." Journal of Management 43, no. 3 (2016): 919–45. http://dx.doi.org/10.1177/0149206314545652.

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How can a firm develop, distribute, and use knowledge more effectively and efficiently in ways that increase its ability to pursue an ambidextrous orientation? Synthesizing insights from social cognition and upper-echelons perspectives, we offer a new theoretical vantage point that brings the role of top management teams’ cognitive structure to the fore and, in particular, the enabling influence of transactive memory systems. We argue that transactive memory provides a top management team with a system for generating, distributing, and integrating knowledge based on members’ specific areas of

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23

Naranjo-Gil, David, and Frank Hartmann. "How Top Management Teams Use Management Accounting Systems to Implement Strategy." Journal of Management Accounting Research 18, no. 1 (2006): 21–53. http://dx.doi.org/10.2308/jmar.2006.18.1.21.

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In this paper we investigate how top management teams (TMTs) use management accounting systems (MAS) for strategy implementation. Consistent with upper echelon theory we argue that professional and administrative TMTs differ in their use of MAS, which in turn affects the implementation of strategic policies. We extract three dimensions of MAS use from extant research on the MAS-strategy relationships. We further distinguish between sets of strategic objectives aimed at cost reduction and flexibility enhancement as part of an overall firm strategy. Hypotheses are developed and tested in a surve

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24

Chen, Guoquan, Chunhong Liu, and Dean Tjosvold. "Conflict Management for Effective Top Management Teams and Innovation in China*." Journal of Management Studies 42, no. 2 (2005): 277–300. http://dx.doi.org/10.1111/j.1467-6486.2005.00497.x.

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25

Finkelstein, Sydney. "Power in Top Management Teams: Dimensions, Measurement, and Validation." Academy of Management Journal 35, no. 3 (1992): 505–38. http://dx.doi.org/10.5465/256485.

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26

Sutcliffe, Kathleen M. "What Executives Notice: Accurate Perceptions in Top Management Teams." Academy of Management Journal 37, no. 5 (1994): 1360–78. http://dx.doi.org/10.5465/256677.

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27

Eisenhardt, Kathleen M., Jean L. Kahwajy, and L. J. Bourgeois. "Conflict and Strategic Choice: How Top Management Teams Disagree." California Management Review 39, no. 2 (1997): 42–62. http://dx.doi.org/10.2307/41165886.

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28

Virany, Beverly, and Michael L. Tushman. "Executive Succession: The Changing Characteristics of Top Management Teams." Academy of Management Proceedings 1986, no. 1 (1986): 155–59. http://dx.doi.org/10.5465/ambpp.1986.4980459.

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29

Plotnytska, Svitlana. "TOP MANAGEMENT TEAMS’ CHARACTERISTICS INFLUENCE ON STRATEGIC DECISION-MAKING." Scientific Notes of Ostroh Academy National University, "Economics" Series 1, no. 15(43) (2019): 44–47. http://dx.doi.org/10.25264/2311-5149-2019-15(43)-44-47.

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30

Beeby, Mick, and Peter Simpson. "Developing strategic processes for change in top management teams." Executive Development 8, no. 1 (1995): 20–22. http://dx.doi.org/10.1108/09533239510079527.

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31

Kakabadse, A., and H. Smyllie. "Management for Doctors: Effective top teams: luxury or necessity?" BMJ 309, no. 6969 (1994): 1653–54. http://dx.doi.org/10.1136/bmj.309.6969.1653.

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32

Heavey, Ciaran, and Zeki Simsek. "The Impact of Top Management Teams on Organizational Ambidexterity." Academy of Management Proceedings 2012, no. 1 (2012): 14387. http://dx.doi.org/10.5465/ambpp.2012.14387abstract.

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33

Hayes, R. M. "Coworker Complementarity and the Stability of Top-Management Teams." Journal of Law, Economics, and Organization 22, no. 1 (2005): 184–212. http://dx.doi.org/10.1093/jleo/ewj002.

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34

Finkelstein, S. "POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION." Academy of Management Journal 35, no. 3 (1992): 505–38. http://dx.doi.org/10.2307/256485.

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35

SUTCLIFFE, K. M. "WHAT EXECUTIVES NOTICE: ACCURATE PERCEPTIONS IN TOP MANAGEMENT TEAMS." Academy of Management Journal 37, no. 5 (1994): 1360–78. http://dx.doi.org/10.2307/256677.

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36

Umans, Timurs. "Ethnic identity, power, and communication in top management teams." Baltic Journal of Management 3, no. 2 (2008): 159–73. http://dx.doi.org/10.1108/17465260810875497.

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37

Flood, Patrick C., Cher-Min Fong, Ken G. Smith, Phillip O'Regan, Sarah Moore, and Michael Morley. "Top management teams and pioneering: a resource-based view." International Journal of Human Resource Management 8, no. 3 (1997): 291–306. http://dx.doi.org/10.1080/095851997341658.

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38

Narayanan, V. K., Frank L. Douglas, Brock Guernsey, and John Charnes. "How top management steers fast cycle teams to success." Strategy & Leadership 30, no. 3 (2002): 19–27. http://dx.doi.org/10.1108/10878570210427927.

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39

Liu, Jun, Pingping Fu, and Songbo Liu. "Conflicts in top management teams and team/firm outcomes." International Journal of Conflict Management 20, no. 3 (2009): 228–50. http://dx.doi.org/10.1108/10444060910974867.

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40

Greve, Henrich R., and Hitoshi Mitsuhashi. "Power and Glory: Concentrated Power in Top Management Teams." Organization Studies 28, no. 8 (2007): 1197–221. http://dx.doi.org/10.1177/0170840607075674.

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41

Krishnan, Hema A. "What causes turnover among women on top management teams?" Journal of Business Research 62, no. 11 (2009): 1181–86. http://dx.doi.org/10.1016/j.jbusres.2008.09.001.

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42

Eisenhardt, Kathleen M. "Top management teams and the performance of entrepreneurial firms." Small Business Economics 40, no. 4 (2013): 805–16. http://dx.doi.org/10.1007/s11187-013-9473-0.

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43

Seo, Jungmin, Dongwon Choi, and Amy Y. Ou. "Middle manager turnover : The Joint effects of top managers and top management teams." Academy of Management Proceedings 2015, no. 1 (2015): 15770. http://dx.doi.org/10.5465/ambpp.2015.15770abstract.

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44

Glińska-Neweś, Aldona, Agnieszka Sopińska, and Alicja Łuka. "Positive interpersonal relationships and knowledge sharing in top management teams." Studia i Materiały Wydziału Zarządzania UW 1/2020, no. 32 (2020): 21–33. http://dx.doi.org/10.7172/1733-9758.2020.32.2.

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The aim of the article is to determine the relatedness between the quality of interpersonal relationships, measured by the level of their positivity, with knowledge sharing among members of the top management teams (TMT). The analyses primarily concerned the relatedness between interpersonal relationships and a) the declared individual tendency to share knowledge, b) the motives of knowledge sharing among members of the surveyed teams, c) the forms of knowledge sharing. The empirical basis of the article is a CATI research on a sample of 123 managers who are members of decision-making teams in

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45

Mensi-Klarbach, Heike. "Gender in top management research." Management Research Review 37, no. 6 (2014): 538–52. http://dx.doi.org/10.1108/mrr-03-2013-0066.

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Purpose – The purpose of this article is to offer a multi-layered approach to gender topics in top management team research. Design/methodology/approach – Recent empirical work on the role of gender diversity in top management teams will be reviewed and contrasted with gender and diversity theory. Findings – The results show that gender diversity has often been operationalized and defined in a highly stereotypical fashion, strongly rooted in assumed biological traits (in particular male/female skills and aptitudes). This very simplistic assumption that men and women behave differently does not

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46

Hacker, Marla. "The impact of top performers on project teams." Team Performance Management: An International Journal 6, no. 5/6 (2000): 85–90. http://dx.doi.org/10.1108/13527590010377389.

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47

Li, Xun, Clyde W. Holsapple, and Thomas J. Goldsby. "The structural impact of supply chain management teams." Management Research Review 42, no. 2 (2019): 290–310. http://dx.doi.org/10.1108/mrr-04-2018-0163.

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Purpose In today’s constantly evolving global business environment, multidivisional firms (MDFs) require an organizational structure for supply chain management (SCM) that facilitates the development of supply chain agility. This research aims to investigate what structural elements of an MDF’s SCM team contribute to supply chain agility. Design/methodology/approach A two-sample field study was conducted. Four MDFs with top-performing supply chains (Sample 1) were first studied to identify agility-supporting structural elements. Then, quantitative data from 35 MDFs with contrasting levels of s

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48

Cabrera-Suárez, M. Katiuska, and Josefa D. Martín-Santana. "Top management teams and performance in non-listed family firms." Journal of Management & Organization 19, no. 4 (2013): 405–23. http://dx.doi.org/10.1017/jmo.2013.15.

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AbstractSupporting on recent theoretical approaches to the concept of familiness based on the notion of social capital, this study analyzes the composition of top management teams in non-listed family firms and its effect on the performance of these firms. An empirical analysis comprising 929 Spanish private family firms highlights the positive and significant influence of the inclusion of non-family managers, the family nature of top executives, as well as the presence of the founder. The study includes no significant results regarding homogeneity within family managers, or the interaction be

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49

Umans, Timurs, Elin Smith, William Andersson, and William Planken. "Top management teams’ shared leadership and ambidexterity: the role of management control systems." International Review of Administrative Sciences 86, no. 3 (2018): 444–62. http://dx.doi.org/10.1177/0020852318783539.

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The study explores how top management teams’ shared leadership is related to organizational ambidexterity in public-sector organizations, theoretically and empirically considering how this relationship is contingent on the management control system. Using a sample of 85 Swedish municipal housing corporations, we find that shared leadership has a positive relationship with organizational ambidexterity in public-sector organizations. Moreover, increasing use of new public management control systems, based on combined reward and performance controls, positively moderates this relationship. The st

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50

Liu, Chang, and Dan Li. "Terrorism, Response Strategies, and Gender Diversity in Top Management Teams." Academy of Management Proceedings 2020, no. 1 (2020): 20148. http://dx.doi.org/10.5465/ambpp.2020.20148abstract.

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