The interface of the top management team and the board: A dynamic managerial capabilities perspective

Huynh, Kim; Wilden, Ralf; Gudergan, Siegfried P.

doi:10.1016/j.lrp.2022.102194

Cited by 25 publications

(25 citation statements)

References 132 publications

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“…In a specific sense, the stability of top management team means that the scale of top management team has little change in business cycle of enterprise (Akgün & Lynn, 2002). In a general sense, it refers to the mutual trust and tacit understanding among top management team (Huynh et al, 2022). Enterprise innovation is a risky investment with a long‐time cycle and high uncertainty, which requires top management team to have firm innovation decisions, continuous innovation investment, and efficient innovation executive capability (Cheng et al, 2022).…”

Section: Theoretical Research and Hypothesismentioning

confidence: 99%

Top management team stability and enterprise innovation: A chairman's implicit human capital perspective

Cao¹,

2023

Manage Decis Econ

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Based on the data of A‐share listed enterprise from 2008 to 2020, the paper investigates the impact of the stability of top management team on enterprise innovation from the perspective of chairman's implicit human capital. The results show that a stable top management team can effectively promote enterprise innovation; the chairman's psychological capital plays an inverted U‐shaped regulatory role in the impact of the stability of the top management team on enterprise innovation; the social capital and emotional capital play a positive regulatory role in the impact of the stability of the top management team on enterprise innovation. After further identifying the motivation of enterprise innovation, it is confirmed that the stability of top management team promotes enterprise innovation and the chairman's implicit human capital regulates enterprise substantive innovation. The research of this paper provides new ideas for optimizing the human resource and organizational structure of top management team and improve the efficiency of enterprise innovation.

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Section: Theoretical Research and Hypothesismentioning

confidence: 99%

Top management team stability and enterprise innovation: A chairman's implicit human capital perspective

Cao¹,

2023

Manage Decis Econ

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“…Only one paper in this special issue explicitly takes a 'Multi-factional' approach. In their conceptual paper on the role of interfaces in dynamic managerial capabilities (DMC), Huynh et al (2022) explore the role of DMC faultlines within the TMT in the breadth and speed of strategic change. However, the authors do not stop herein line with the 'Open bounds' model, they include the impact of the board, in terms of its monitoring and advice-giving activities as well as the DMC faultline that might arise between the TMT and the board.…”

Section: Overview Of Papers In the Special Issuementioning

confidence: 99%

Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership

Doorn

Heyden

Reimer

et al. 2022

Long Range Planning

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“…The dynamic managerial capability perspective recognizes the need to highlight the role of a firm's TMT within the dynamic capability perspective (Huynh et al. , 2022; Adner and Helfat, 2003).…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

“…The dynamic managerial capability perspective recognizes the need to highlight the role of a firm's TMT within the dynamic capability perspective (Huynh et al, 2022;Adner and Helfat, 2003). Dynamic managerial capabilities refer to the managerial actions through which firms adapt their resources to environmental changes (Adner and Helfat, 2003;Huy and Zott, 2019).…”

Section: Theoretical Background and Hypothesis Development 21 Busines...mentioning

confidence: 99%

Top management team internal social capital, market dynamics and business model design: a dynamic managerial capability perspective

Wang

Yi²,

Wei³

2022

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PurposeDrawing on the dynamic managerial capability perspective and the dynamic capability perspective of business model (BM) literature, this paper aims to investigate how top management team internal social capital (TISC) promotes BM design and how such effects are moderated by market dynamics (i.e. demand uncertainty and competitive intensity).Design/methodology/approachThe proposed hypotheses were tested by a questionnaire-based survey. The empirical study was conducted on a sample of 210 firms in China. The model was tested via hierarchical regression analysis.FindingsTISC has a positive effect on BM efficiency but an inverted U-shaped effect on BM novelty. The effects of TISC on BM efficiency and novelty are contingent on demand uncertainty and competitive intensity in different ways. Specifically, this study finds that demand uncertainty strengthens the inverted U-shaped effect of TISC on BM novelty. This study also finds that competitive intensity strengthens the positive effect of TISC on BM efficiency but weakens the inverted U-shaped effect of TISC on BM novelty.Originality/valueThe conclusion contributes to the dynamic capability perspective of BM literature in two ways. First, it offers a dynamic managerial capability perspective for understanding the antecedents of BM design. It highlights TISC, a root of dynamic managerial capability, as an important internal antecedent of BM design. Second, it provides a more nuanced understanding of the role of TISC in BM design. The findings show the distinct effects of TISC on BM efficiency and novelty. This study also discusses the contingency role market dynamics play in the TISC–BM design relationship.

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The interface of the top management team and the board: A dynamic managerial capabilities perspective

Cited by 25 publications

References 132 publications

Top management team stability and enterprise innovation: A chairman's implicit human capital perspective

Top management team stability and enterprise innovation: A chairman's implicit human capital perspective

Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership

Top management team internal social capital, market dynamics and business model design: a dynamic managerial capability perspective

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