Is the Upper Echelons Perspective Relevant Outside the US? An Empirical Study of Executives’ Impact on Firm Performance in the Global Context

Bach, Seung B.; Lee, Jai Joon

doi:10.21818/jbam.18.1.4

Cited by 3 publications

(1 citation statement)

References 55 publications

(53 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The authors understood how company leaders indirectly influence the dynamic capabilities of the company by shaping individual learning conditions. Bach & Lee (2018) also investigated the relationship between corporate performance and executive characteristics from the perspective of upper echelons theory (Hambrick & Mason, 1984).…”

Section: Introductionmentioning

confidence: 99%

Managers’ Influence on Company Capabilities

Costa

Camargo

Toaldo

et al. 2019

RAM, Rev. Adm. Mackenzie

View full text Add to dashboard Cite

Purpose: This study aims to verify the moderating role of managers’ characteristics, age, and tenure (time in the sector, position, company), in the relation between the realized absorptive capacity (RACAP) and the architectural marketing capabilities (CAM). Originality/value: The present study considers the human element as a factor that affects the relations between the capacities of the company. It contributes theoretically to help understand what can impact the formulation and implementation of marketing strategies and theoretically strengthen the role of the human element. As a practical contribution, it has been shown that it is not enough to seek external knowledge, it is necessary that it is transformed and then used effectively in the design and implementation of marketing strategies. Design/method/approach: Quantitative research, with transverse temporal data collection. This study empirically tested the hypotheses based on a sample of 343 marketing managers from Brazilian manufacturing industries. Data were collected through a survey. Data were processed by means of modeling of structural equations in AMOS software. Findings: The characteristics of managers (age and tenure) moderate the relationship between a part of RACAP (knowledge transformation) and CAM (architectural marketing capability). More experienced managers should be valued because it has been proven that in this sector, they make a difference when it comes to transforming knowledge and using it in their strategies.

show abstract

Section: Introductionmentioning

confidence: 99%

Managers’ Influence on Company Capabilities

Costa

Camargo

Toaldo

et al. 2019

RAM, Rev. Adm. Mackenzie

View full text Add to dashboard Cite

show abstract

Top management team diversity and high performance: An integrative approach based on upper echelons and complexity theory

Díaz‐Fernández

Rodríguez

Simonetti

2020

European Management Journal

View full text Add to dashboard Cite

The impact of top management team members diversity on corporations’ performance and value: evidence from emerging markets

Wagdi,

Fathi

2024

Futur Bus J

View full text Add to dashboard Cite

The study contributes to understanding the impact of top management team (TMT) member diversity on corporations’ performance and value in emerging markets. It examines three dimensions of diversity in TMT: gender, education, and foreign nationalities, providing insights into how these factors influence corporate performance and value. The study’s quantitative analysis of 70 non-financial corporations from Brazil, Egypt, India, Russia, Saudi Arabia, South Africa, and Turkey from 2013 to 2022 using cross-sectional unit analyzes helps establish empirical evidence on the relationship between TMT diversity and corporate performance in emerging markets. Study’s findings can inform corporations in emerging markets about the importance of promoting diversity in their top management teams to improve performance and value. The study found a significant impact of top management team diversity based on education and foreign nationalities but a non-significant impact on gender on some key performance indicators (KPIs). The study can explain the non-significant impact of gender according to shifting the prevailing theory from sexual selection theory to prospect theory. On the other hand, the study believes that the optimal mass of diversification, or the weight of members with diverse backgrounds, determines whether the impact of diversification is positive (it leads to increased creativity, innovation, problem-solving ability, talent attraction and retention, and employee engagement and productivity) or negative (it leads to increased organizational conflict and communication difficulties). If it is less than this mass, the benefits of diversity are limited, but if the mass is greater than it, the harms of diversity are greater than the benefits. The study also highlights the need for future research in the area of diversity in top management and provides a plan outlining steps to enhance diversity in top management teams.

show abstract

Is the Upper Echelons Perspective Relevant Outside the US? An Empirical Study of Executives’ Impact on Firm Performance in the Global Context

Cited by 3 publications

References 55 publications

Managers’ Influence on Company Capabilities

Managers’ Influence on Company Capabilities

Top management team diversity and high performance: An integrative approach based on upper echelons and complexity theory

The impact of top management team members diversity on corporations’ performance and value: evidence from emerging markets

Contact Info

Product

Resources

About