How Does Top Management Team Diversity Matter in Abruptly Dynamic Environments?

Chen, Wein-Hong; Liu, Yiyuan

doi:10.3846/jbem.2018.6579

Cited by 5 publications

(7 citation statements)

References 62 publications

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“…Resilient leadership in the face of the pandemic takes on a broader context: adapting and responding to the current situation, recovering and strengthening, and ensuring continued, sustained, and coherent action. Small and medium enterprises are so sensitive in environment, that managers should keep strength to continue business in all circumstances (Bilan, Mishchuk, Roshchyk, Joshi, 2020;Chen, Liu, 2018). The scientific problem can be formulated by a problematic question: are the organisations under review resilient to emergencies such as the COVID 19 pandemic?…”

Section: Introductionmentioning

confidence: 99%

The COVID-19 Pandemic and Resilience of SME’s in Lithuania

Župerkienė¹,

Šimanskienė²,

Labanauskaitė³

et al. 2021

JESI

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The article focuses on a relevant scientific and practical problem of the present, i.e., the resilience of organisations in the face of the COVID-19 pandemic. The aim is, upon analysing the response of organisations to the threats related to the COVID-19-caused restrictions on economic activity, to identify the predominant behaviour of organisations that predetermines their resilience. The theoretical part discusses the leadership aspect of the heads of organisations and the ability of organisations to survive in the conditions of uncertainty. The findings of the research in small and medium-sized enterprises (SMEs) of Klaipėda Region are presented. The research methods chosen to deal with a scientific problem in the theoretical part include an analysis of literature sources, systematisation, synthesis, generalisation, and comparison. In the empirical research, quantitative research, i.e., a questionnaire survey and data processing methods, was applied. Due to the specificity of the region, the majority of the surveyed business entities (71.3%) are from the services sector, while the rest of the surveyed companies belong to the manufacturing (15%) and trade (13.7%) sectors. The research established that most of the organisations surveyed benefited from the government support. On assessing the survey data and summarising the response and efforts of organisations to deal with uncertainties, a conclusion was drawn that SMEs' response to uncertainties was mainly focused on the protection against threats and avoidance of risk, however, the organisations lacked preparedness and consistency when dealing with unforeseen circumstances.

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Section: Introductionmentioning

confidence: 99%

The COVID-19 Pandemic and Resilience of SME’s in Lithuania

Župerkienė¹,

Šimanskienė²,

Labanauskaitė³

et al. 2021

JESI

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“…Given that the world is becoming ever more globalized, factors that cause heterogeneity in the labor market as well as in companies themselves are on the rise, e.g., demographic changes, a decreasing number of workers and, thereby, increasing workforce demand, increased employment of women, etc. [6,[10][11][12][13]. In association with globalization, phenomena such as the employment of women in foreign workforces and increased international migration are often mentioned [14].…”

Section: Introductionmentioning

confidence: 99%

“…Yet the situation differs significantly between the primary (agriculture, fishing, forestry), secondary (manufacturing, construction industries), and tertiary (the market and the non-market services sector) sectors in the areas of employment of workers of various age groups, genders, nationalities, etc., as confirmed by national statistics [17]. In the context of the contemporary pan-European activity, concerning the most extensive migration waves from the Middle East and Asia since World War II, diversity management (DM) has taken on a new significance [4,10,18].…”

Section: Introductionmentioning

confidence: 99%

“…Based on the results it can be stated that diversity in Czech companies, which particularly involves employing women, foreigners, and those with disabilities (the external dimension of DM), is manifested most clearly in the tertiary sector through services, healthcare, and social care, followed by the primary (agriculture) and secondary sectors. As highlighted by Pořízková [34], today, construction cannot function without employing foreigners [8,10].…”

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confidence: 99%

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Diversity Management as a Tool of Sustainability of Competitive Advantage

2020

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Diversity is a phenomenon that, due to increasing globalization, appears ever more frequently in all areas of human activity and performance, including the labor market and working teams. In light of these changes, this article aims to identify and evaluate the practice of diversity management as a factor of the sustainability of competitive advantage with regard to the examined factors of diversity. The results were obtained through primary analysis via a questionnaire survey at 549 Czech companies. The results indicate that there is a statistical dependence between the application of diversity management and the commercial sector in which the organization operates and the size of the organization. Organizations identified the following as the most significant benefits of the application of diversity management: retention of key employees (43.9%), improved motivation and performance of existing employees (39.3%), and improvement to the actual atmosphere in the workplace (33.9%). One recommendation for organizations is to focus more on this current topic, as the lack of a qualified workforce is becoming more pronounced. In this regard, it will also be necessary to devote sufficient attention to groups of potential workers who have hitherto been overlooked. The application of diversity management can be a successful tool to gain a competitive advantage in managing human resources.

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“…This research also showed that the effects of diversity-related attributes on imitation are conditional upon the extent of environmental uncertainty. This finding adds uniquely to the upper echelon literature by bringing in the concept of visibility of attributes in the conversation surrounding the effect of the environmental context in which TMT members make decisions (Chen & Liu, 2018;Qian et al, 2013;Richard et al, 2019). The findings of the research show that team members pay attention to deep-level attributes when faced with adversity (or uncertain situations)…”

Section: Conclusion and Contributionsmentioning

confidence: 68%

Imitation in foreign location choice: The role of upper echelons' diversity

Saeed¹

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<p>This research investigates how the Top Management Team (TMT) characteristics impact the imitation of home country firms’ Foreign Direct Investment (FDI) location choice. A review of the FDI location choice research was performed, and various viewpoints for the selecting locations were identified. Amongst these viewpoints, the institutional perspective suggests that lack of cognition coupled with uncertainty about host markets compels firms to follow the FDI decisions of other home country firms. The review identified that the current literature in the cognitive domain had overlooked the role of TMTs. Upper echelon theory suggests that TMTs are not only a unique source of cognitive resources but also help to overcome challenges associated with internationalisation. This research applies institutional theory and the upper echelon theory to advance the argument of how and why TMT characteristics may impact the imitation of location choice decisions. Various TMT attributes like TMT international experience, TMT international experience diversity, TMT tenure diversity, TMT education diversity and TMT functional diversity were hypothesised to moderate the imitation in FDI location choice. This research applied quantitative methods to assess the proposed hypotheses. First, a sample of 202 US-based firms (which invested in 11 Asia-Pacific countries from 2009 to 2014) was collected from FDI Markets database. This sample generated a panel dataset of 12,771 observations. Nearly 11,000 unique top manager profiles were created to compute the TMT data for the firms in the given period. Through logistic regression, this study assessed whether TMT attributes moderate the extent of imitation in FDI location choice. The findings from this research contribute to institutional theory by highlighting the role of upper echelons. In particular, the findings show that while TMT tenure diversity weakens the effect of imitation, TMT functional diversity further exacerbates the effect of imitation in location choice. It was also found that when firms do not have a prior presence in the host country, then TMT international experience also strengthens the effect of prior FDI by other home country firms. The research also supports that the effect of various TMT attributes could be subject to environmental conditions. In particular, it shows that deep-level characteristics cause a more profound impact when host country uncertainty is high, while surface-level characteristics are impactful when host country uncertainty is low.</p>

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How Does Top Management Team Diversity Matter in Abruptly Dynamic Environments?

Cited by 5 publications

References 62 publications

The COVID-19 Pandemic and Resilience of SME’s in Lithuania

The COVID-19 Pandemic and Resilience of SME’s in Lithuania

Diversity Management as a Tool of Sustainability of Competitive Advantage

Imitation in foreign location choice: The role of upper echelons' diversity

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