Top management team’s formal network and international expansion of Chinese firms: The moderating role of state ownership and political ties

This article explores the role of the formal network centrality of top management teams (TMT) for foreign expansion, looking at the case of Chinese firms. The former is defined by the degree to which top managers are connected with TMTs of other firms in formal ways, through service as independent board members. We explore boundary conditions, comparing state ownership with political ties. The analysis of a panel data of 489 firms expanding to 72 developed and developing host markets in the period 2000–2012 confirms that network centrality facilitates internationalization. We found that TMT network centrality had a stronger effect on internationalization in developed than emerging markets. Conversely, state ownership had a positive moderating effect in the latter and political ties a negative effect in developed ones. The literature on comparative institutional analysis suggests that formal ties are more important in developed economies, and informal ties in emerging ones. However, formal political ties and/or links to the Chinese state may be more of value in internationalizing into other emerging markets, where the balance of diplomatic power may be more skewed in China’s favor.     

What a Diverse Top Management Team Means: Testing an Integrated Model

Prior research has produced inconsistent results on the relationship between top management team (TMT) diversity and firm performance. Drawing on the information–social categorization framework, this study is designed to investigate both the mechanism and the contextual factors underlying the relationship between TMT cognitive diversity and firm performance by examining them in a unified model so as to better understand how a diverse TMT works. Based on a multi‐sourced survey of top managers from 118 Chinese firms, this study finds that team interdependence and team cohesion moderate in the linkage between TMT cognitive diversity and elaboration of task‐related information. In addition, TMT's elaboration of task‐related information mediates the interactive effects of TMT cognitive diversity and team interdependence on firm performance as well as the interactive effects of TMT cognitive diversity and team cohesion on firm performance.     

创始高管团队薪酬激励对真实盈余管理的影响研究

以2009—2012年的创业板市场上市公司为样本,研究了创始高管团队不同薪酬激励形式对真实盈余管理水平的影响。结果发现,创始高管团队的货币薪酬、在职消费程度均与真实盈余管理水平存在一种显著的U型曲线关系,表明了货币薪酬和在职消费对真实盈余管理的两面性影响。而创始高管团队的股权薪酬与真实盈余管理水平正相关,这表明并不是股权薪酬越高,真实盈余管理水平越低,这意味着提高股权薪酬会加大对真实盈余管理的诱发行为。     

Presuccession Performance,CEO Succession,Top Management Team,and Change in a Firm's Internationalization: The Moderating Effect of CEO/Chairperson Dissimilarity

Extending the literature on CEO succession, we found that a succession event together with a change in top management related positively to strategic change toward greater internationalization. In a study of 160 Taiwanese firms, we found relationships between firm performance, outside CEO appointment, change in firm's top management team (TMT), and the degree of a firm's internationalization. Moreover, the positive association between a post succession TMT structural change and degree of internationalization was observed only in those cases where dissimilarity between CEO and chairperson (with respect to educational degree and overseas education) was low. The implications of these findings for scholarship and practice are discussed. Copyright © 2011 ASAC. Published by John Wiley & Sons, Ltd.     

全球化战略决策中高管团队的国际化角色：国外市场进入模式

海外扩张的模式是决策制定者协商的结果,高管团队（TMT）在此类型的决策过程中起到了重要的作用。通过整合市场准入模式理论与高层梯队理论,并结合组织国际化相关的因素后发现,TMT跨国经验和TMT国籍多样性在组织国际化战略决策中充当着不同的,甚至是相反的角色。在分析了100多个公司近7年的数据后,得出TMT跨国经验与全面控制型市场进入模式正相关、TMT国籍多样性与合作控制式市场进入模式正相关两个重要结果。因此,跨国经验能够通过出国实践获得,但这种经验在某种程度上受到自身国籍影响。人力资源管理实践旨在通过外派出国来获得国际经验的方式,还要认识到拥有这种经历的人不能替代高管团队中所有的外国国籍的人。     

结构洞理论在高管团队社会资本中应用研究展望

文章在介绍结构洞理论基本观点的基础上,从如何构建有效且有效率的高管团队关系网络和高管团队如何主动、及时的获取对自己有利的资源或机会两个层面,对结构洞理论在高管团队社会资本中的应用进行了展望,以期有助于该理论的不断完善和竞争优势的提高。     

Top management team conflict and entrepreneurial strategy making in China

How does top management team (TMT) conflict influence entrepreneurial strategy making of new ventures? With a sample of new ventures in China’s technology industries, this study examines the conditions under which TMT cognitive conflict and affective conflict are associated with entrepreneurial strategy making. We found that cognitive conflict among TMT members had a positive relationship with entrepreneurial strategy making. Further, the positive relationship between cognitive conflict and entrepreneurial strategy making was moderated by dysfunctional competition and team deftness.     

高层管理团队（TMT）有效性的动态模型——人口特征研究与情景领导研究的结合

高层管理团队（Top management team．TMT）作为团队的一种特殊形式，因为其有效性对企业的生存发展起到至关重要的作用．所以近年来受到国内外学者的广泛关注。但是。在过去的文献研究中，我们不难发现，学者较多研究的是TMT在人口特征（年龄，教育背景等）的异质性同不同企业绩效指标之间的关系。但是不同学者的研究结果却往往相互矛盾。为了解释不同研究结果的差异，我们结合权变理论，提出了一个动态模型，来更好地分析TMT的有效性。     

高管团队异质性、盈余管理与企业绩效

以高层梯队理论为基础,选取2008—2014年A股上市公司为样本,考察高管团队背景异质性、盈余管理与企业绩效的相关性,研究结果表明：年龄和教育水平异质性会增强盈余管理程度,而任期异质性则会减弱盈余管理程度;高年龄异质性与低任期异质性能够促进企业绩效的提升;同时,盈余管理能够增强高管团队异质性对企业绩效的影响。另外,区分正向和负向盈余管理后研究发现：年龄和教育背景异质性通过正向盈余管理行为增强盈余管理程度,而高任期异质性通过抑制正向和负向盈余管理行为减弱盈余管理程度。     

She'‐e‐os: gender effects and investor reactions to the announcements of top executive appointments

This study uses Kanter's token status theory to link announcements of top executives to shareholder reactions, highlighting possible gender effects. Using a sample of top executive announcements from 1990 to 2000, our results show that investor reactions to the announcements of female CEOs are significantly more negative than those of their male counterparts. Furthermore, women who have been promoted from within a firm are viewed more positively than women who come from outside. To supplement our analysis of investor reactions, we also analyze the text of popular press articles surrounding the announcements of male and female CEOs. These results show that articles about the appointment of a female CEO tend to emphasize gender, gender‐related and other job or organizational considerations. Copyright © 2007 John Wiley & Sons, Ltd.