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2010
Research on top management teams commenced in the organisations literature around 1980 (Bourgeois, 1980) and has been pervasive ever since (e.g., Bantel and Jackson, 1989; Carpenter et al., in press; Eisenhardt and Schoonhoven, 1990; Finkelstein and Hambrick, 1996; Fredrickson and Iaquinto, 1989; Hambrick, 1981).
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Research on top management teams commenced in the organisations literature around 1980 (Bourgeois, 1980) and has been pervasive ever since (e.g., Bantel and Jackson, 1989; Carpenter et al., in press; Eisenhardt and Schoonhoven, 1990; Finkelstein and Hambrick, 1996; Fredrickson and Iaquinto, 1989; Hambrick, 1981).
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Innovation in top management teams.
Journal of Applied Psychology, 1996A longitudinal study of the functioning of top management teams in 27 hospitals examined relationships between group and organizational factors and team innovation. A model of group inputs, processes, and outputs was used, and it was predicted that group size, resources, team tenure, group processes, and proportion of innovative team members would ...
Michael A. West, Neil R. Anderson
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Problems with top management teams
The Antidote, 1997Records that a capable and effective top management team's CEO may be unprepared for team problems. Gives research details from in‐depth interviews with 23 chief executives based in both the USA and Europe, from a wide range of industries. Postulates that there appeared to be no correlation between size of team and size of organization. Goes on to give
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Top management teams and societal context: the international dimensions of top management
2010Although management scholars have displayed a strong interest in top management teams, surprisingly little research has been devoted to the international dimensions of top management teams including their international diversity and their societal and cultural underpinnings.
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Growing the top management team
Journal of Management Development, 2002We outline a developmental view of OD, showing on empirical grounds that Argyris’ “theory in use” notion points to different levels of mental growth as underpinnings of “the program in brain/mind” that determines personal theories of organizational action.
Otto E. Laske, Barbara Maynes
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Diversity and Top Management Teams
2010Differences in nationalities, sex or age, or a variety of professional backgrounds, type and level of studies, job functions and tenure.… What is the impact of all these differences on top management teams? If diversity does have an important consequence, positive or negative, on top management team performance, we need to go beyond certain commonly ...
Susan Schneider, Erwan Bellard
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THE INTERFACE OF TOP MANAGEMENT TEAM AND MIDDLE MANAGERS: A PROCESS MODEL.
Academy of Management Proceedings, 2008The interaction of the top management team (TMT) and middle managers (MMs) is central to effective strategy formulation and implementation, but researchers have remained notably silent on the actual nature of this interaction. Here we specify the functions of the TMT-MM interface and formulate a series of propositions linking TMT and MMs' interaction ...
Raes, Anneloes +3 more
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The dynamics of top management teams
2016This dissertation examines the dynamics of top management teams (TMTs). While upper echelons research has increasingly adopted time and change in their conceptualization and used temporal based models, prior scholarly work has often viewed this phenomenon only through the lens of individual member change and proceeded with limited concern for ...
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Multilingual Top Management Teams
2010This paper explores the challenges facing multilingual top management teams. An analysis of the consequences of operating in a multi-language environment shows that the language factor can be a key element contributing to socialisation processes and group cohesion.
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Middle manager turnover : The Joint effects of top managers and top management teams
Academy of Management Proceedings, 2015This research develops a multi-level leadership perspective on turnover by studying how top managers, as individual leaders and as a leader team, influencing middle managers’ turnover decisions.
Jungmin Seo, Dongwon Choi, Amy Y. Ou
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