高管团队异质性对纺织服装企业创新绩效的影响研究

文章选择2016—2019年间我国48家纺织服装企业上市公司作为研究样本,选取高管年龄、高管学术背景、高管海外背景三个方面衡量企业高管团队异质性,以三阶段DEA评价纺织服装企业创新绩效,研究高管团队异质性对企业创新绩效的影响。研究结果表明,高管团队学术年龄异质性和高管团队学术背景异质性对企业创新绩效都具有显著正向影响,高管团队海外背景异质性对企业创新绩效的正向影响不显著。     

高管团队海外背景异质性影响企业价值研究——基于双元创新视角

高管团队作为企业日常经营决策的核心,在企业的长期发展中至关重要。文章以2012—2021年沪深A股非金融业上市公司数据为样本,基于高层梯队理论,以双元创新为研究切入点,剖析高管团队海外背景异质性与企业价值间的作用机制,并从探索式创新和利用式创新两个角度深入研究双元创新的中介作用。研究表明,高管团队海外背景异质性显著正向影响企业价值,双元创新在高管团队海外背景异质性与企业价值间发挥了部分中介作用;在市场竞争程度较高与企业所接受的媒体关注程度较高时,高管团队海外背景异质性对企业价值的影响程度更大。     

高管团队行为整合的构念和测量:基于行为的视角

文章回顾了高管团队行为整合构念和测量的两种研究方法,并提出了高管团队行为整合构念的内部结构,揭示了决策参与、开放沟通和团队合作等三个维度.文章的325个高管团队样本来自公共组织、国企、民企和欧美外企等四类组织.文章对获得的数据进行了探索性因素分析和确认性因素分析,以及测量的有效性和可靠性检验,形成了行为整合构念的测量量表.另外还对高管团队行为整合水平进行了不同组织和不同企业发展阶段的对比分析.提供了行为整合量表的参考效度.     

高管团队背景特征与企业绩效关系的实证研究——以南京上市公司为例

1984年,Hambrick和Mason第一次以年龄、背景及学历等统计学概念描述高管背景,由此开始了学术界对高管团队背景特征与企业效益关系的研究。本文以南京市上市公司为研究对象,通过对其高管团队背景特征与企业绩效的研究,进一步优化高管团队配置及提高运营效率。     

高管团队生命周期研究

自Hambrick与Mason提出"高层梯队理论",大量学者对高管团队的传记性特征及运作过程对组织绩效的影响进行了研究,对高管团队如何发展则极少涉猎。运用塔克曼的"小型团队的发展阶段"模型,结合高管团队的特性,建立高管团队生命周期模型,分析高管团队生命周期的阶段性特征。     

管理层团队特征对单位绩效体系构建的影响

本文选取两家单位案例,通过对两家集团性单位进行比较,分析了二者的背景、高管团队特征及人员组成特征、管理层素质以及高管团队对绩效评价体系构建的影响。研究发现,管理层的素质、高管团队特征与高管团队的构建有着内在的必然联系,进一步讲,管理层的素质、个性是高管团队构建的基础乃至先决条件,也直接决定着绩效评级体系构建能否成功。     

高管团队特征与企业战略绩效的相关性研究

一、引言高阶理论认为,人口统计学特征是重要的解释变量,它对一系列中介变量和组织过程都产生作用,从而深刻地影响着组织结果。因此,在对高管团队的研究中,学者们基于高管团队的"一致性假设",并受到"指导高管团队的实践需要易于观察的背景     

高管团队特征与战略变革的影响研究

文章基于高层梯队理论,以2005—2018年我国A股上市公司为研究对象,实证检验了高管团队特征对企业战略变革的影响。研究结果表明:高管团队的平均任期与平均年龄都与企业战略变革之间呈显著的负相关关系,高管团队的平均学历与企业战略变革之间呈显著的正相关关系,即任期越短、年龄越小、学历越高的高管团队越有助于推进企业战略变革;而高管团队的平均性别与企业战略变革没有显著关系,可能的解释是男女高管在战略管理上都各有优势,因此他们对于战略变革的决策无显著性差异。文章研究对于企业应对市场环境的高度不确定性和改善高管团队结构具有重要的启示意义。     

高管团队自反性:研究模型与案例分析

本文在文献回顾的基础上构建了高管团队自反性研究模型,并采用案例分析的方法分别研究了轻度、中度和深度的高管团队自反性对TMT特征、TMT行为整合、TMT效能和企业绩效的影响。研究结果表明高管团队自反性演化受到企业性质、发展规模、任务类型及高管团队的组成特征等因素的影响,是多种因素综合作用的结果;轻度、中度和深度的高管团队自反性对TMT特征、TMT行为整合、TMT效能和企业绩效的内在作用机制表现出差异化的特征;高管团队自反性演化过程可以通过采取一定的措施正确地加以引导,以更好地服务于企业。     

高管薪酬粘性研究综述——存在性、治理机制与经济后果

高管薪酬粘性现象的存在会削弱高管薪酬激励的效果,使高管不能尽到忠实和勤勉义务,因此制定合理的高管薪酬激励政策是解决公司治理问题的重要措施之一。本文首先对上市公司高管薪酬粘性的相关文献进行梳理,从理论层面分析高管薪酬与企业业绩的变动关系,证实高管薪酬粘性的存在性;然后在公司治理机制这个大框架下,分别从公司内部和外部治理机制两个角度归纳对高管薪酬粘性的影响以及高管薪酬粘性产生的经济后果;最后总结现有研究的不足,并探索未来可能的研究方向。     

Behavioral Integration as a Relational Governance Mechanism in Family Firms—The Moderating Role of Family Involvement in Management

In this paper we introduce behavioral integration, a construct established in top management team (TMT) research, into the family firm field. TMT research argues that behavioral integration has a positive performance effect as it fosters commitment to the task at hand, joint goals, and mutual trust among TMT members. Because of these specific characteristics, we argue that behavioral integration might act as a relational governance mechanism that positively influences family firm performance. Based on research on family involvement in management, we posit that this positive performance effect of behavioral integration as a relational governance mechanism is particularly pronounced in family firms with a high degree of family involvement in management.     

TMT社会网络、公司创业与企业绩效关系研究

拥有大量内外部信息资源的高管团队(TMT),其社会网络不但可以提供公司创业的机会来源,也是企业现在绩效和未来绩效的影响因素。TMT的社会网络只有通过公司创业机制才能转化为企业绩效的价值创造过程。中国背景下的实证研究显示:TMT社会网络、公司创业都与企业绩效正相关,对于企业而言,要高度重视通过管理手段激励整个高管团队的所有成员去构建有效的内外部社会网络;公司创业的价值增值中介作用也得到证实,公司创业发挥着重要的资源整合作用,有价值的TMT内外部社会网络只有充分融入企业的产品或服务创新,以及深层次的战略更新过程中,为企业的价值增值服务,才能转变为企业绩效。     

The Impact of Top Mana(g)ement Team Process on Corporate Social Responsibility and Firm Performance

This article aims to explore how top management team (TMT) process affects strategic corporate social responsibility (CSR), and in turn, how strategic CSR influences firm performance. In addition, this article examines whether CSR mediates the relationship between TMT process and firm performance. The sample consists of 203 hotels from the tourism and hospitality industry in the southeast China. TMT processes assessed are communication and cohesion. Results indicate that (1) corporate social responsibility is positively related to firm performance, (2) top management team process (communication and cohesion) is positively related to corporate social responsibility, and (3) corporate social responsibility fully mediates the relationship between top management team process and firm performance. Results highlight upper echelons mechanisms that underpin the TMT process–firm performance relationship. This study contributes to understanding how TMT process affects firm performance both directly and indirectly, through strategic CSR.     

家长式领导风格与高管团队行为整合的关系

家长式领导是一种具有较强的纪律性和权威性,并伴有慈父般的仁爱以及崇高的道德品行的领导方式,它包含权威、仁慈、德行三个维度,且各个维度对高层管理团队行为整合的效用有所不同.权威领导强调的是严厉的控制和教诲,仁慈领导强调的是对员工工作和生活需要的关注,德行领导强调的是领导者个人的品行和美德.首席执行官权威领导风格对企业高层管理团队行为整合具有显著的负向影响,仁慈领导风格和德行领导风格则具有显著的正向影响.     

高管团队内情感冲突、企业家精神与公司成长性绩效关系的实证研究

根据对企业高层管理者访谈和163份有效问卷,重点分析高管团队内情感冲突、高管团队企业家精神和公司成长性绩效间的关系。实证研究发现:高管团队内情感冲突和公司成长性绩效显著负相关,高管团队内情感冲突与高管团队企业家精神显著负相关,高管团队企业家精神与公司成长性绩效显著正相关。并且,高管团队企业家精神在高管团队情感冲突对公司成长性绩效的影响过程中起着中介作用。     

Impact of TMT structural power asymmetry on family firm internationalization

We examine the impact of the top management team’s (TMT) structural power asymmetry on a family firm’s degree of internationalization. Structural power is the administrative power drawn from formal positions and is different from ownership power. We argue that family identity creates a faultline between the family and non-family managers in the family firm’s TMT. This faultline gets strengthened when the family managers skew ‘structural power’ toward themselves (termed as ‘family structural power concentration’), leading to poor team integration and cooperation among family and non-family managers. Resultantly, family firms are unable to leverage the knowledge, expertise, and network of the non-family managers in the firm’s TMT for the firm’s internationalization attempts. We hypothesize a negative relationship between ‘family structural power concentration’ and the ‘firm’s degree of internationalization’. Further, we argue that this relationship is moderated by environmental dynamism and competitive intensity. Our findings have implications for research and practice.     

Understanding the dynamics of new venture top management teams: cohesion,conflict, and new venture performance

Research conducted under the upper echelon perspective has produced consistent evidence of a relationship between top management team (TMT) interaction and firm performance. We draw upon and extend this research in an effort to explain new venture performance as a function of cohesion and conflict within the top management team. Based upon data collected from a sample of 70 new ventures, we find that TMT cohesion is negatively related to affective conflict and positively related to cognitive conflict. As expected then, we also find that TMT cohesion is positively related to new venture growth.     

Does Collectivism Affect Environmental Ethics? A Multi-level Study of Top Management Teams from Chemical Firms in China

This study tests the effects of top management team (TMT) member collectivistic values and TMT dissatisfaction with the financial situation on the environmental ethics of TMT members. We also examine the moderating effect of collectivistic values on the relationship between financial dissatisfaction and environmental ethics. Analyses of multi-level and source data show that financial dissatisfaction of the TMT negatively affects TMT members’ environmental ethics. However, TMT members’ individual collectivism can increase TMT members’ environmental ethics. Analyses also show that TMT members’ collectivism moderates the relationship between financial dissatisfaction and environmental ethics across individual and team levels.     

Cognitive Factions in a Top Management Team: Surfacing and Analyzing Cognitive Diversity using Causal Maps

Cognitive diversity has been shown to positively affect team performance, especially in the early stages of strategic planning. We report on a process that explicitly identifies cognitive factions; sub-groups of individuals with diverse views and beliefs within a top management team (TMT). Our group-driven causal mapping process provides greater clarity to understanding the underlying belief structures of the cognitive factions through the adoption of givens-means-ends (GME) and casual path analysis. We achieve this clarity by having members of the TMT define and agree on the strategic factors before they construct their individual cause maps. Through this process, based on the relationships shared among the team members, we can readily merge individual cause maps into cognitive faction maps. By employing GME and casual path analysis to the cognitive faction maps, we can surface the differences in beliefs among the different cognitive factions within the TMT. We demonstrate our process using a 13-person TMT from an information technology services firm. The cause maps of the cognitive factions directly represent some of the issues and assumptions that need to be discussed and debated among the members of the TMT, thus increasing the potential for cognitive faction beliefs to enhance decision-making. We also find that cognitive factions relate to task roles of the team members, providing further evidence that different beliefs develop in different areas of the organization.     

Early teams: The impact of team demography on VC financing and going public

This study investigates how top management team (TMT) demographic characteristics affect firm outcomes for young high technology firms in Silicon Valley. We study how team composition and turnover shape an entrepreneurial firm's ability to attract venture capital and its ability to successfully complete an initial public offering. We find that broad access to information by virtue of having top management team members that have worked for many different employers (diverse prior company affiliations) and have diverse prior experiences (functional diversity) tend to be associated with positive outcomes. In addition, entrants to and founder exits from the TMT increase the likelihood that a firm achieves an IPO. TMT exits, in turn, reduce the likelihood of achieving an IPO. Results also suggest that prior human capital experience is consistently associated with positive firm outcomes. These findings suggest that team experiences, composition and turnover are all important for bringing new insights to the firm and are associated with the likelihood that an entrepreneurial firm will succeed.