高管团队异质性与企业战略变革

高层管理团队在企业战略管理中发挥着决定性作用,是企业战略变革的关键因素之一。高层管理团队异质性会对团队的内部沟通、凝聚力以及决策的效率和质量产生影响,最终对企业的战略变革产生影响。本文首先对国内外高管团队异质性的相关研究进行文献综述,在此基础上提出高层管理异质性对战略变革的影响取决于高管团队能否达成战略变革共识。战略变革共识的达成则要求高管团队整合和利用异质性带来的资源丰富性,并且正确处理团队冲突。     

Conflict Management for Effective Top Management Teams and Innovation in China*

abstract Top management teams may be critical for developing organizations that can keep abreast of marketplace changes and innovate. Several streams of strategy research have argued that conflict and diversity promote top management team effectiveness. This study proposes that how top management teams manage conflict can greatly contribute to their effective leadership of organizational innovation. A total of 378 executives from 105 organizations in China completed measures of conflict management (cooperative, competitive, and avoiding) and productive conflict (an outcome of conflict). Separately, 105 CEOs from these firms indicated their team's effectiveness and their organization's innovativeness. Results support the theory that conflict management can contribute to making top management teams effective. Structural equation analysis suggests that cooperative conflict management promotes productive conflict and top management team effectiveness that in turn result in organizational innovation. These results, coupled with previous research, were interpreted as suggesting that cooperative conflict management is an important contributor to effective top management teams even in the collectivist culture of China.     

Understanding politics in PSM teams: A cross-disciplinary review and future research agenda

Purchasing and Supply Management (PSM) decisions, such as make-or-buy or vendor selections, are highly dependent on the cooperation of several functions in decision-making teams in order to make more holistic and effective decisions. However, members of cross-functional PSM teams often also pursue diverse goals rooted in functional incentive structures that may lead to misalignment and competition. One of the resulting problems are so-called “organizational politics”, being self-serving influence attempts among functional representatives. Examples can be nondisclosure of information, coalitions, or lobbying to protect unidimensional functional interests that potentially obstruct effective PSM decision making. So far, PSM scholars have made exploratory and inductive inquiries in team politics while the larger body of research on politics exists outside the PSM scope. Thus, as PSM scholarship transcends toward deductive theory testing designs on team politics, the fields is at risk taking isolated perspectives and failing to deduce from the extant disaggregated “general management” literature on politics. In response to this emerging trend, we review 91 contributions to the organizational literature on politics at the individual, team or group, and dyadic (individual-individual) level to build a future research framework on politics in real-world cross-functional PSM decision-making teams. To do so, we distinguish thematic areas of interest and derive future avenues for research in light of ongoing PSM debates on human resource management in PSM, leadership in PSM teams, and top management support of PSM. Furthermore, we derive epistemological, instrumental, and theoretical guidance on how to approach politics in cross-functional PSM teams.     

Too many cooks in the kitchen? The contingent curvilinear effect of shared leadership on multidisciplinary healthcare team innovation

Shared leadership and multidisciplinary teams are advocated for their capacity to develop innovative solutions to important organisational challenges. However, research suggests that the impact of shared leadership is somewhat ambiguous, leading us to propose a curvilinear inverted U‐shaped effect on multidisciplinary team innovation. Furthermore, we posit that this curvilinearity is contingent on awareness of member profession, specifically the salience of professional identity. Using a sample of 60 multidisciplinary healthcare teams, we investigated a model in which shared leadership has a curvilinear effect on innovation contingent on professional salience. Support for our hypotheses attempts to account for ambiguities in the impact of shared leadership and provides guidance for human resource management strategies to enhance multidisciplinary team innovation.     

How Does Executive Strategic Human Resource Management Link to Organizational Ambidexterity? An Empirical Examination of Manufacturing Firms in China

Despite a plethora of studies that demonstrate the positive impact of strategic human resource management on firm performance, existing knowledge of the processes through which such gains can be achieved remains limited. This study aims to extend our knowledge by investigating the mechanism through which a teamwork‐oriented executive strategic human resource management system impacts organizational ambidexterity. Specifically, by integrating the resource‐based view and information‐processing theory, we examine the mediating role of top management team effectiveness and the moderating role of knowledge–sharing intensity from middle managers to top management teams. Drawing on a multiple‐source and multiple‐respondent survey from 144 manufacturing firms in China, we show that top management team effectiveness partially mediates the effect of the executive strategic human resource management system on organizational ambidexterity. Moreover, knowledge‐sharing intensity from middle managers to top management teams strengthens the effect of the executive strategic human resource management system on organizational ambidexterity. © 2016 Wiley Periodicals, Inc.     

Top management team's vision and human resources management practices in innovative Spanish companies

The objective of the article is to analyse whether the strategic vision of the top management team (TMT) and the way employees working in teams are rewarded and assessed affect companies' innovation performance. The study was carried out on a sample of 97 Spanish companies belonging to the three most innovative sectors based on number of patents registered. The results indicate that the top management team's strategic vision alone does not explain a company's innovation performance. Innovation also requires the existence of compensation practices based on the ideas generated and developed by project teams. These results offer relevant implications for the TMT and the managers of the research and development (R&D) and human resources (HR) functions about the way teams should be rewarded and supported in order to improve the company's innovation efforts.     

组织变革中互惠性偏好对领导团队协同的影响研究——基于隐性知识转移的视角

团队间管理技能的学习通过隐性知识转移实现,组织变革中管理团队合作效果受文化的制约,直接影响着团队技能的提升,基于互惠性偏好的管理团队隐性知识转移的内在机理是解决这一困境的有效方式。文章分析管理团队隐性知识转移过程,变革过程中互惠性偏好对管理团队隐性知识转移的影响,构建变革过程中互惠性偏好影响管理团队隐性知识转移的基本模型,并对变革管理团队进行现实分析。     

Autonomy and teamwork in innovative projects

The use of teams that incorporate autonomy in their designs continues to be an important element of many organizations. However, prior research has emphasized projects with mostly routine tasks and has assumed that autonomy resides primarily with a team leader. We investigate how two aspects of team autonomy are related to teamwork quality, a multifaceted indicator of team collaboration (Hoegl & Gemuenden, 2001). Specifically, we hypothesize that team‐external influence over operational project decisions is negatively related to teamwork quality, while team‐internal equality of influence over project decisions is positively related to teamwork quality. Testing our hypotheses on responses from 430 team members and team leaders pertaining to 145 software development teams, results support both predictions. Acknowledging the possible benefits of certain types of external influence (e.g., constructive feedback), the findings demonstrate that team‐external managers of innovative projects should generally refrain from interfering in team‐internal operational decisions. Likewise, the study shows that all team members should share decision authority, recognizing that their contributions to team discussion and decision making may well differ given differences in experience and expertise. © 2006 Wiley Periodicals, Inc.     

浅议不同项目组织结构在电网设计项目中的应用

随着社会经济的发展,为了适应不断变化的内外部环境,项目管理在各行各业得到了广泛的研究和应用。文章以项目团队的组织结构为研究对象,理论结合实践,对常见的三类项目组织结构类型进行了分析和比较,同时结合当前电网设计项目管理中的问题,提出了如何根据电网项目的实际情况来选择和优化组织结构,为电网设计中如何选择项目团队的组织结构提供了一般性建议。     

A conceptual framework for leveraging team composition decisions to build human capital

Twenty-first century organizations often rely on teams to enact their strategy and to enhance their flexibility in interacting with their external environment over time. Team composition, or the configuration of team member attributes, can influence team effectiveness and is an important consideration in the management of teams. To date, however, there is limited guidance on how seemingly smaller team composition decisions can contribute to organizational effectiveness and competitive advantage. We draw on strategic human resource management (HRM), HRM, and industrial and organizational psychology literatures to develop a conceptual framework for strategic team composition decisions. We describe how organizations use teams to enact their strategy (i.e., fit), and use adaptive teams and networks of teams to achieve fit in a dynamic environment (i.e., flexibility). Using the concepts of fit and flexibility, we develop four guiding principles for strategic team composition decisions.     

Effective teamwork at the top: the evidence from China

Effective teamwork is an important topic of human resource management, and how top-level managers work effectively as a team is critical to business success. Prior research indicates that the diverse background of top managers influences the effectiveness of their teamwork, and the effects of top management team (TMT) diversity on organizational innovation varies. In this study, we propose that functional team dynamics plays a crucial role in facilitating TMT effectiveness. On the basis of a sample of Chinese firms, our findings support the distinction between demographic and network diversities and the moderating effect of functional team dynamics on TMT diversity–firm innovation relationships.     

跨界搜寻策略、知识异质度与企业技术创新绩效

以我国106家高科技企业为研究样本,探讨跨界搜寻广度、深度与平衡对企业技术创新绩效的影响,以及内外部知识异质度在其中起到的中介作用。结果表明：跨界搜寻广度、深度与企业技术创新绩效之间存在倒U形关系,而跨界搜寻平衡正向影响企业技术创新绩效,内外部知识异质度在跨界搜寻策略与企业技术创新绩效关系中起到中介作用。     

Cooperative Goals,Leader People and Productivity Values: Their Contribution to Top Management Teams in China*

abstract This study proposes that when top management team members are convinced that their leader is committed to people and productivity, they conclude that their leader is effective and contribute to making their organization innovative. Cooperative goals among top management team members may be credible evidence that their leader has people and production values. Executives from over 100 organizations in China completed measures of their cooperative, competitive, and independent goals, their leader's people and production values, and their leader's effectiveness. CEOs from these firms rated their organization's innovativeness. Structural equation analysis suggested that cooperative goals among top management teams convince them that their leader values people and production and that these values in turn result in leader effectiveness and organizational innovation. Results, coupled with previous research, were interpreted as suggesting that cooperative goals and leader people and production values are foundations for leader and top management team effectiveness in China.     

现代企业精益班组管理探索实践

围绕高效、优质完成班组生产任务这一中心,在班组管理中采用高效沟通协调、人才培养管理、激发改善创新、程序化异常处理和创新现场管理,并实施班组建设业绩考评管理,通过有效实施,达到提升精益班组管理水平,助力高效、高质量完成生产任务的目的。     

Linking capacities of high‐quality relationships to team learning and performance in service organizations

This study examines the impact of intrateam and external high‐quality relationships (HQRs) on learning processes and performance. Data collected from 178 teams in the service sector indicate that (a) intrateam HQRs (i.e., between team members and between team members and their manager) are related to psychological safety, which in turn facilitates learning processes; (b) external HQRs are associated directly with team learning; and (c) team learning is positively associated with enhanced team performance. The findings highlight the importance of both internal and external HQRs to facilitate learning and enhance performance in service organizations. © 2011 Wiley Periodicals, Inc.     

A Socio‐Psychological Perspective on Team Ambidexterity: The Contingency Role of Supportive Leadership Behaviours

In addressing the notion of team ambidexterity, we propose that socio‐psychological factors (i.e., team cohesion and team efficacy) may help team members to resolve paradoxical challenges and to combine exploratory and exploitative learning efforts. In addition, we theorize that senior executives may play an important role in facilitating the emergence of ambidexterity at lower hierarchical levels. In doing so, we develop a multilevel contingency framework and propose that the effectiveness of teams to achieve ambidexterity is contingent upon supportive leadership behaviours at the organizational‐level. Using multilevel, multisource, and temporally separated data on 87 teams within 37 high‐tech and pharmaceutical firms, we not only reveal how team cohesion and efficacy may matter for the emergence of team ambidexterity but also show that the effectiveness of supportive leadership behaviours from senior executives varies across cohesive and efficacious teams.     

真实型领导与团队创新绩效: 差错管理氛围与特质调节焦点的作用研究

团队创新是企业获取竞争优势,实现可持续发展的重要保证。差错管理氛围和特质焦点提供了理解团队创新的新视角。研究发现真实型领导通过营造差错管理氛围,对团队创新绩效产生正向影响;团队提升型特质调节焦点在差错管理氛围和团队创新绩效间起到正向调节作用。文章拓展了创新、差错管理氛围以及调节焦点等相关文献,并为提升团队创新绩效提供了管理建议。     

Heterogeneity and centrality of “dark personality” within teams,shared leadership,and team performance: A conceptual moderated-mediation model

Shifting from the much-studied five-factor model of personality, this paper focuses on dark personality (i.e. the “Dark Triad”: Machiavellianism, psychopathy, and narcissism) to advance understanding of team composition, processes, and performance. The research responds to a call to explore dark personality's manifestation within – and impact on – teams. Specifically, this paper will examine the impact of within-team heterogeneity in dark personality on team performance, with shared leadership as mediator of this relationship. Additionally, I propose two moderators of the relationship between within-team dark triad heterogeneity and shared leadership – team network centrality of the team member scoring highest on the Dark Triad, and team mean Dark Triad score. This research aims to make a uniquely valuable contribution to scholarship on leadership within teams through bridging literatures on social network analysis, teams, leadership, and the dark triad and should have implications for team selection and performance.     

Open innovation in SMEs: Trends,motives and management challenges

Open innovation has so far been studied mainly in high-tech, multinational enterprises. This exploratory paper investigates if open innovation practices are also applied by small- and medium-sized enterprises (SMEs). Drawing on a database collected from 605 innovative SMEs in the Netherlands, we explore the incidence of and apparent trend towards open innovation. The survey furthermore focuses on the motives and perceived challenges when SMEs adopt open innovation practices. Within the survey, open innovation is measured with eight innovation practices reflecting technology exploration and exploitation in SMEs. We find that the responding SMEs engage in many open innovation practices and have increasingly adopted such practices during the past 7 years. In addition, we find no major differences between manufacturing and services industries, but medium-sized firms are on average more heavily involved in open innovation than their smaller counterparts. We furthermore find that SMEs pursue open innovation primarily for market-related motives such as meeting customer demands, or keeping up with competitors. Their most important challenges relate to organizational and cultural issues as a consequence of dealing with increased external contacts.     

The role of returnee executives in improving green innovation performance of Chinese manufacturing enterprises: Implications for sustainable development strategy

Environmental problems in China have attracted global attention. Grafting returnee executives' green resources to Chinese manufacturing enterprises is an effective way to solve China's sustainable development problems. This paper focuses on the impact of returnee executives and the heterogeneity of returnee and local executives on green innovation performance and the moderating effects of environmental regulation and managerial ties. The paper builds on data from 276 Chinese manufacturing enterprises. The results show that returnee executives tend to achieve sustainable development through green innovation. However, not all kinds of heterogeneity between returnee and local executives can promote green innovation performance. In addition, environmental regulation and managerial ties, as two important external moderation variables, have different impacts and different extents of impact on the relationship between returnee executives and four aspects (R&D, manufacturing, marketing, and management) of green innovation performance, that is, environmental regulation positively moderates the relationship between returnee executives and green manufacturing and management innovation performance but negatively moderates the relationship between returnee executives and green R&D and marketing innovation performance. These findings have clear management implications for Chinese manufacturing enterprises.