Structural interdependence within top management teams: A key moderator of upper echelons predictions

Abstract

Studies of the effects of top management team (TMT) composition on organizational outcomes have yielded mixed and confusing results. A possible breakthrough resides in the reality that TMTs vary in how they are fundamentally structured. Some are structured such that members operate independently of each other, while others are set up such that roles are highly interdependent. We examine the potential for three facets of structural interdependence—horizontal, vertical, and reward interdependence—to resolve ambiguities regarding effects of TMT heterogeneity. Based on a sample of TMTs in technology firms, we find that the three facets of structural interdependence are potent moderators of two classic predictions: the positive association between TMT heterogeneity and member departures, and between TMT heterogeneity and firm performance. Copyright © 2014 John Wiley & Sons, Ltd.

Red, blue, and purple firms: Organizational political ideology and corporate social responsibility

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“…Over time, theoretical enhancements and empirical validations extended the upper echelon perspective to include new constructs, explore points of intersection with other established frameworks, and establish external validity through sampling in new populations (Hambrick, Humphrey, & Gupta, 2015). Colbert and her colleagues add to this rich body of knowledge by considering the distinct role of CEOs and TMTs, and by explicitly including personality traits of senior executives in their model.…”

Top Management Teams’ Characteristics and Strategic Decision-Making: A Mediation of Risk Perceptions and Mental Models

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